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Controllership – Strategic leadership

Voir toutes les séances pour cette activité pour la saison 2020-2021

General objective

This training activity focuses on the catalyst and strategist roles of the controller. Participants will have a chance to reflect on their leadership styles and what leadership role is most needed for their organizations. Part of this role is to understand how emotional intelligence affects them as leaders and how to work with and lead people from across generations. Participants will also consider how they can add value as strategic thinkers/leaders in their organizations by understanding and expanding their role in this area. Finally, the controller’s role as a change/conflict/crisis manager will be considered as this is an area of increasing importance within a changing economic environment.

Context

Today’s controller must fulfill four distinct roles to effectively add value to their organizations: steward, operator, catalyst, and strategist. This training activity focuses on the last two of these roles for which many controllers may not feel adequately prepared. Too often controllers are caught up in the urgent need of the day without adequate time to focus on their influence as catalysts and strategists within their organizations. This training activity provides the opportunity to view the controllership role as a leader and a key strategic partner within the organization, providing tips on how to become the leader their organization needs.

Controllers occupy a unique place within the organization working on a daily basis with both operations and executive management. This position affords them the chance to influence all aspects of the organization. In this training activity, the topic of leadership is first explored by identifying how a CPA becomes a leader and how this aligns with leadership perspectives/theories.. Participants will reflect on their own competencies in this field and how they can best become the type of leader needed within their organization. To be an effective leader, controllers must have emotional intelligence and be able to interact with people across the various generations. This training activity will provide insight and tips for working with people of all ages. 

Controllers also should be adding significant value as strategic leaders. Strategic planning application linked to basic strategy development techniques will be reviewed with a particular eye to how the controller can add value to these areas of the organization.. Finally, the controller’s role as a change/conflict/crisis manager will be considered as this is an area of increasing importance within our changing economic environment.


Objectives

By the end of this training activity, participants will be able to:

  • describe what emotional intelligence is and how it affects the workplace;
  • examine how different generations think, work, and interact and identify strategies to work with people from each of the generations;
  • determine what type of strategy is appropriate for the organization they are in and determine how they can play a role in strategy development and implementation;
  • understand the controller’s role in change, conflict and crisis management.

Topics

  • Controller as a leader
  • Controller as a strategic manager
  • Controller as a change, conflict and crisis manager

Target audience

This training activity will benefit finance professionals working towards a controller position or who are new to the position of controller, or long-time controllers looking for new tools/ideas or a refresher on strategic leadership areas of the role.

Description complète


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