Good morning. Expectations for CFOs to deliver results across the entire enterprise have never been higher.
In recent years, finance chiefs must think of themselves as “executive first, and CFO second,” Rob O’Donohue, a VP and analyst at Gartner, said during the firm’s annual CFO and finance executive conference on Tuesday at National Harbor in Maryland. That means CFOs are now expected to think beyond their primary roles and drive cross-functional initiatives, he said.
From my seat, I could see many in the audience nodding in agreement with his statement.
Data from annual growth surveys finds that, since 2022, every C-suite role has become increasingly responsible for enterprise-wide projects, according to O’Donohue. There’s an “executive dilemma” that’s raising the bar for what it means to excel at the top, he said.
This expanded remit comes at a cost. For example, many executives are leaving their roles in search of positions that better support their health, he said. And CFO turnover is on the rise. But there’s hope, according to O’Donohue.
Despite these challenges, some leaders are successfully raising the bar. What are their secrets? Based on his research and interviews with executives, he offered five key strategies that set high performers apart—often requiring some CFOs to step outside their comfort zones.
Be the ‘darling’ colleague
Research shows that CFOs are often the most trusted advisors to CEOs, more so than any other C-suite member, O’Donohue said. High-performing executives proactively support their peers, offering counsel and helping others build financial acumen. By helping colleagues better quantify value—whether it’s ROI, cost savings, or revenue impact—CFOs can strengthen the entire leadership team, he explained.
Augment yourself with AI
Ninety-seven percent of CEOs expect executives to leverage AI, yet only about a quarter of C-suite leaders are proficient with generative AI tools, according to Gartner survey results. High performers don’t just delegate AI adoption—they roll up their sleeves and experiment themselves, O’Donohue said. Whether it’s using AI for creative brainstorming, accelerating early-stage work, or drafting board updates, leaders who embrace AI free up time to focus on more human-centric leadership.
Become socially savvy
The skill requirements for C-suite roles have shifted dramatically since 2008, with a growing emphasis on communication, collaboration, and emotional intelligence, O’Donohue explained. Research shows digital transformation initiatives are far more successful—71% versus 50%—when executives partner closely with peers, especially between CFOs and CIOs, he said.
Foster a ‘worthy rivals’ mindset
High-performing teams aren’t afraid of healthy competition, O’Donohue said. Instead, they create a culture where C-suite members challenge each other openly, provide honest feedback, and share a common goal. Data shows that executives in top organizations are significantly more comfortable raising difficult topics, asking for help, and treating mistakes as learning opportunities.
Achieve balance by maximizing time
Perhaps the hardest secret to master is balance, O’Donohue said. Leaders face a constant tug-of-war between “time maximizers”—activities that add value—and “time thieves” that drain productivity. One common culprit: the open-door policy, which can unintentionally lead to endless interruptions.
The definition of high performance for executives is no longer about mastering a handful of habits. Now it requires elevating peers, embracing AI, honing social skills, fostering healthy rivalry, and fiercely protecting time.
Sheryl Estrada
sheryl.estrada@fortune.com
This story was originally featured on Fortune.com
