Many CFOs find themselves in a difficult position: how can they tell their president what they need to hear instead of what they want to hear?
It’s a challenge I hear about often. As I’ve written about previously, the gap between sharing information and having it be understood is a persistent frustration in higher education finance. CFOs can spot problems on the horizon, but getting leadership to act on them is another matter entirely.
As an advisor, the CFO’s goal is to tell the president what they need to hear in a way that they are willing to listen to.
Why your words matter
What I have grown to appreciate over the last decade is that, when dealing with anyone in higher education, words really matter.
For example, take the difference between “cash flow deficit” and “cash flow shortfall.” Substance-wise, they’re the same, but the word choice can impact a president’s willingness to hear or share the message with others.
Think about how you frame the information, too. Which sounds better: leading a conversation with a missed enrollment target, or acknowledging that student numbers are still up over last year, even though they are lower than you planned? The second version honors the work that has been done while still communicating the facts.
The role of deep listening
This is where deep listening comes into play. Paying attention to how leadership receives information, and not just whether they agree, allows you to adjust your language without changing your message. When a president is willing to listen to what they need to hear, solving the problem actually becomes possible.