Coffee, CFOs and candid conversations at an exclusive breakfast

CFO South Africa brought finance leaders together over breakfast at Olives and Plates in Sandton for a morning of honest conversations, shared experiences and a few all-too-familiar workplace challenges.

Good food, great company and conversations that went well beyond the numbers! CFO South Africa recently brought CFOs together for an exclusive breakfast at Olives and Plates in Sandton, creating space for finance leaders to swap stories, share experiences and talk candidly about the realities of managing people.

While finance leaders are often associated with budgets, balance sheets and business strategy, the morning’s discussions highlighted another big part of the job: building teams, managing different personalities and getting people to work towards the same goals.

From recruitment and performance management to accountability and workplace dynamics, there was plenty to unpack around the breakfast table. And, as the conversation unfolded, it became clear that even the people responsible for keeping businesses on track sometimes need reassurance that they are not the only ones figuring things out as they go.

More than just the CV

Hiring the right people was one of the topics that got the conversation going. With finance teams requiring a mix of technical expertise, practical experience and the ability to work well with others, attendees discussed how businesses can look beyond a polished CV when recruiting.

One attendee shared how testing candidates’ practical skills before inviting them to interview had helped improve the recruitment process.

“We went quality first and then CV later. If you apply for a job, it means that you should have the skill, so do the case studies first and let us mark that to see whether you qualify for the interview,” the attendee said.

The approach puts candidates’ abilities to the test rather than relying solely on what they have written about themselves. It also gives employers an opportunity to assess whether prospective employees can do the work required of them.

The discussion touched on the value of giving people a chance to demonstrate their skills in a working environment, too. Contract placements can allow both employers and employees to see whether a role is a good fit before making a longer-term commitment.

For finance leaders trying to fill vacancies while keeping the wheels turning, finding the right person is not simply about ticking off qualifications. It is about matching the requirements of a role with the skills, attitude and potential of the person stepping into it.

The people part of the job

Getting the right people through the door is only half the story. Once they are part of the team, managers must set expectations, recognise strengths and address performance issues when they arise.

Attendees spoke about the challenges of building high-performing teams, particularly when some employees take on extra responsibilities while others struggle to meet expectations. For managers, finding the right balance means recognising initiative without allowing reliable team members to become responsible for everyone else's work.

“Employees can have very different views of their performance and when managers routinely correct work themselves instead of addressing gaps with the people responsible, employees may not realise that their performance needs to improve,” said one CFO.

“I think what makes it difficult is when you don't have ongoing discussions. When they send you a report, you fix it yourself instead of sending it back, so they don't know where the gaps are,” another CFO added.

Clear expectations and honest conversations can help close that gap, while giving employees a better understanding of their responsibilities. Attendees also noted that managers need to adapt their approach to different personalities and communication styles.

“You really have to tailor your approach to each person. Some people need a conversation, others respond better to a call than an email, and understanding how your team works can make all the difference,” an attendee said.

The discussion also highlighted the human skills required in leadership, from navigating difficult conversations to understanding how individual team members work best. These considerations sit alongside the technical and strategic responsibilities of finance leaders.

Accountability, with a side of perspective

Performance management was another part of the conversation, with attendees reflecting on the importance of setting clear expectations and following through when those expectations are not met.

Key performance indicators can help employees understand what success looks like, but they need to be supported by a shared understanding of responsibilities and what good performance entails. Otherwise, managers and employees may have very different ideas about whether a job is being done well.

“There is a challenge of retaining capable employees while addressing underperformance. Allowing poor performance to continue can place additional pressure on colleagues who have to pick up the slack, while unclear responsibilities can make it harder for managers to resolve problems,” said one CFO.

The conversation acknowledged that leadership is rarely a one-size-fits-all exercise. Different personalities, working styles and levels of experience require managers to adapt, while maintaining accountability and keeping business needs in view.

And although the topics were serious, the breakfast offered room for humour, candid exchanges and the kind of knowing nods that come from people who have encountered similar situations in their own organisations.

A little reassurance goes a long way

The most valuable takeaway was the opportunity to speak openly with peers who understand the pressures of the role. Behind every finance function is a team of people, and navigating the human side of leadership can be just as demanding as managing the numbers.

One CFO even summed up the value of the CFO South Africa community by explaining how conversations with fellow finance leaders can make familiar challenges feel a little less isolating.

“I love the CFO South Africa community because it makes you feel like you are normal. It’s not just me. It’s not just me. I’m not alone,” the CFO said.

The exclusive breakfast at Olives and Plates was an opportunity to step away from the day-to-day demands of the finance function, exchange practical ideas and connect with people who understand the realities of the job.

Those in attendance were: