The relationship between accountant and boss

For financial accounting, this is definitely not a small problem, and with the development of economy, the influence of this knowledge is more extensive. This is by no means alarmist, because financial personnel have increasingly moved from behind the scenes to the front desk, and financial and accounting personnel have also changed from the director's staff assistant to the CEO's decision-making partner, who is responsible to the board of directors.

There is a saying that I admire, that is, be a man before you do anything. Bread contains a basic principle of being a man here. As long as there is no problem in being a man, I believe there will be no big deviation in doing things. What we are going to discuss today is neither accounting professional ethics nor outlook on life and world, so we won't digress. Let me talk about it with my own experience. As a family, welcome to clap bricks.

The boss I want to report to is actually not a person, but a team with a division of labor. Specifically, I report to the manager of the group finance department at the headquarters in terms of fund allocation, and report to the manager of the finance department at the headquarters in terms of daily financial work such as accounting (it should be noted here that "Group Finance Department corp finance" and "Finance Department Finance" are two departments at the headquarters, which are responsible for fund and accounting work respectively. ), as well as senior management personnel who represent them in the horizontal coordination of mainland projects, and the most important thing is the line leader-the general manager of the project. Therefore, how to face so many difficult "bosses" and how to communicate effectively is definitely a test for me. Bosses in Hong Kong don't often come to the mainland, and most of the reporting methods are telephone, email and video conference. They are all very professional professional managers, and the professional level of financial accounting is definitely an expert. However, they still lack a systematic understanding of mainland standards, tax laws and foreign exchange financial policies. Although the general manager of the project often travels to and from Hong Kong, the background of the architect makes him relatively unfamiliar with financial management, and his guidance is limited to the general management scope. However, there are many specific issues that need his approval to complete the approval process. So for me, although I face many bosses, the professional boss is not around, and the linear boss around me doesn't know the profession. In such an architecture system, trust is particularly important in how to get along with the boss and achieve the goal of effective communication and financial management.

What I want to say is "trust". When a boss encounters a problem, he usually gives his subordinates two choices, one is authorization, and the other is doing it himself. Generally speaking, the boss who just started in the entrepreneurial stage likes to direct everything personally and is used to being a commander; The bosses of mature large enterprises are more accustomed to full authorization, and authorization has two prerequisites: one is to improve the reasonable authorization system, and the other is to have competent authorized objects. Private enterprise bosses either have no reasonable authorization system or have no confidence in the authorized object, so they are usually very tired and make their subordinates very depressed.

Trust is more important for financial accounting. Imagine that the boss has no trust in financial accounting. How should you communicate with them and live in harmony? Therefore, with the foundation of trust, I believe you can cooperate with your boss comfortably, but we should also pay attention to the fit between superiors and subordinates here. Generally speaking, Kazakhstan will fully consider this issue when recruiting personnel, but it is also necessary to prevent the rookie of Kazakhstan from only seeing the qualifications that the other party likes and getting you an uncle. This is definitely a disaster for financial accounting and the company.

Deep professional knowledge is the basis of gaining the trust of the boss. If the professional ability is insufficient, it is recommended to keep a low profile as much as possible. Mr. Nanguo's practice is definitely not a wise choice. Principles and flexibility are what any boss wants to see, so financial accounting should master some skills in dealing with the world while adhering to principles. I found that many financial personnel's views were correct, but when they arrived at the boss, they were dissatisfied. In fact, there is the problem of information asymmetry. The boss subconsciously said no to some unknown questions. At this time, how to lobby the boss has become the homework of financial accounting. They need to convince them by combining the situation, explaining the interests clearly, the actual case and the boss's mood.

Due to the limited level, I will say so much. There are many things that need experience to understand, and there are many reasons that have been summarized by predecessors. What we need to do is to be handy, so besides professional financial accountants dabbling in hobbies, it is also a good investment to build a * * * language for financial accountants to communicate with their bosses. I believe that with your efforts, the relationship with their boss will be more harmonious.

In fact, if the boss can understand some financial knowledge, the communication problem will be smoother. The finance course of the general manager of Shanghai University of Finance and Economics is a good bridge, which not only connects the financial personnel, but also enables the general manager to think better from the perspective of the financial personnel.