Now that you know where the traits to build from are, it is your responsibility to develop that in others. CFO's and Finance Managers that take on a position and automatically assume that the title itself creates followers are mistaken and do so at great risk.

Your associates will often perform well, but usually just the minimum, at least until the first sign of reliance (that they can rely on you) or the first sign of trouble. Now after the period of culture shock now associates will understand the culture and either way will look up toward you for guidance. Your reaction to which side of the fence is all up to you. If they find it from you, they will continue to improve. If not they may decline to grow and start protect themselves follow the crowd and may never try to attempt more. If they don't find it or feel it ( trust) then a great opportunity has been lost. Reliance is like its other interdependent word, respect it must be earned.

Motivation

Motivation comes from inside it cannot be imposed or driven. Motivation comes from the sheer will of wanting to do something because it feels right or when it feels like the right thing to do. Personal freedom allows you to choose to do something that feels right. When this feeling comes out now you have a staff beginning to understanding improvement, it is well on its way to continuous improvement,Now listen and look for it. If you don't see it do not move on to leadership and start back at reliance.

Leadership

Leadership is about steering the ship, without a team the other parts of the ship may be going in the wrong direction, you cannot do it all yourself you need well trained people. The simplest way and easiest way to get associates to follow you, is for them to believe in you or rely on you. If you want them to rely on you and do things for you and the organization, they need to trust you and then be motivated. Motivation is a habitual and learned behavior. This begins with caring for your people as well as you do for your family and the same aspect for you organization (sometimes this is the most difficult part). The key parts to instill this are your wisdom, communicating the vision and mission, and tailoring the culture to those traits. Reliance on what you do and say as a constant and not ever conflicting is how you keep it together.

Communication

Communication is linked at the hip to leadership; it is setting the example in speech, act and fortitude. A motivational leader must communicate effectively (something I need to improve and I guess we all need to learn to perfect). Next, to check for understanding of the given communication or certain aspects they did not get of what is being communicated. People need to believe but they also need to listen to do so. This is more than a boss's voice it's a belief. Their instilled belief in you, their current CFO or Finance Manager.

Challenge

Associates need to be challenged. The managers who tap into this need can achieve an easier existence in their role; meet their goals and are insured that they are fulfilled by their team. Tricky part to this is in finding the ways and means to tap imagination and creativity. Experienced managers know power comes from others, it's given by others not acquired. It is derived from talents and skills to achieve the desired results. This becomes autonomy and/or responsibility and authority to act. This takes on a new mindset in an organization, empowerment is the process by which people assume responsibility and are given the authority to do their jobs.

Empowerment

Empowerment is a great motivational tool it allows associates to control of their own destinies. However, empowerment is not an excuse to let people do what they want to do. It must encourage them to flourish within a framework of organizational goals; that is, associates act on behalf of the organization and for the organization.

Coaching

You are responsible providing the right support (TRAINING)to do their job. The foundation of that support is in the relationship between manager and associate. The correct way to insure that relationship is through one-on-one coaching sessions. You becoming a mentor and coaching provides the opportunity for the leader to get to know the associate as a person and you can help the associate achieve personal and organizational goals.

Recognition

The need for recognition is absolute. Continued recognition is the most powerful reason that people work, aside from income. It is imperative to us that managers recognize what associates do and how it's done. When people are recognized, they become motivated; they want to do the work, and they want to do it well. Leaders who recognize their associates build relationships and show their appreciation for how work is done. They also begin to build the foundation.

Service and Results

An altruistic form of service is sacrifice, others needs are placed before your own. When associates see managers place other people first and do it by putting aside their own ambitions, they learn to trust their leaders. Sacrifice is a way of the committed to prove their reliability to others. We discover character and conviction, which are both essential to create the conditions in which motivation can occur. Lifecycle of continued results.

Conclusion

Exemplify Integrity

Never change what you will say you will do. Live the values of the company. Live your values.

Communicate Relentlessly

Speak openly as a leader. Secrets cause dissent, keep them only when necessary. You speak for the entire organization.

Listen openly as a leader

Verify understanding and recognize who you are speaking with and make sure you solicit feedback Teach learning as a long term lifetime event as a leader. Consider what you see, Don't perceive make sure you are objective when you listen and observe. Incorporate the good ideas of others into your own actions.

Challenge with Creativity

Identify challenges that will increase the talents and skills of your people. Look for ways to ever develop cross-functional responsibilities. Foster the creative talents of your people by exposing them to new and different experiences that are designed to excite their imagination. Make sure you and your people build relationships in other departments. Empower with Vigor Delegate responsibility carefully. Confer authority. Hold yourself and the people who work for you accountable for their words, actions, and deeds. Make yourself invisible in good times and visible in tough times.

Coach Frequently

Listen first, praise next, critique last. Gain agreement for improvement. Follow through and follow up on all agreements. Teach others to coach.

Recognize Meaningfully

Praise people in front of their peers. Reward people with recognition that matters. Share stories of heroes of the organization. Affirm the dignity of individuals and the work they do. Sacrifice with Honor Put the needs of the team first. Share the pain. Make the sacrifice count for something.

Inspire by Example

Be the first to volunteer for tough assignments. Lead from the inside and stay out front. When times get tough, be seen and heard frequently. Renew the lifecycle with instilling and developing training platforms, educational assistance and train to provide continuous improvement and results.