A CFO at a global company faced difficulties in collaborating with other departments, particularly the sales and marketing teams. While the CFO excelled in financial operations, their communication style was seen as rigid and lacking empathy, leading to friction in cross-departmental initiatives.

His company’s 360-degree feedback was assessed to gain insights from peers and direct reports. Through coaching, we focused on improving emotional intelligence, communication skills, and conflict resolution tactics. I also encouraged the CFO to adopt a more collaborative, rather than directive, approach.

The CFO learned to adapt their communication style to the needs of different departments, focusing on shared goals rather than emphasising financial constraints. We worked on empathetic listening and providing feedback in a way that encouraged collaboration and problem-solving across teams.

Over a period of four months, the CFO significantly improved relationships with key stakeholders. Cross-departmental projects began to run more smoothly, and the CFO became a trusted partner in strategic decisions rather than an enforcer of budgets. The CFO noted a significant increase in job satisfaction and leadership influence across the company.