There is hardly any book on human relationships and influence that is as revered as Dale Carnegie’s ‘How to Win Friends and Influence People’. A great many leaders across the world have sworn by and largely benefited from this masterpiece.  

There is no lack of discussion about the skill sets that FP&A professionals need throughout their careers to be successful; even a cursory search on the Internet would provide a wealth of resources.  Broadly speaking, those articles focus on four areas of skills:

FP&A teams have been growing in popularity because they have always known about one big thing that drove and accelerated value better than anything else, which other functions and teams sometimes forget. This is why organisations then, and even those today, need a FP&A team. So what is this one big thing? 

Summer, along with the odd rain shower, means that for those of us with lawns, we find ourselves more regularly mowing them, but why do we mow them in the first place, and what can that teach us in FP&A about better influencing others? 

Are you an FP&A professional who likes to operate in the detail or do you prefer to see things at a high level?  Are you a perfectionist or is near enough good enough?  The former is a common interview question for FP&A roles, the latter well I guess we would all like to think we are perfect. 

Back in 2004 I spent a large portion of time overseas travelling around France. I would often find when talking to a “local” the first question I would ask was:  “Do you speak English?” Most times, the response I got was a short, sharp “No!”