CGMA Competency Framework - People Skills CGMA Competency Framework 56
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CGMA Competency
Framework
People Skills
CGMA Competency Framework 56People Skills
Foundational: This requires a basic understanding of the business structures, operations and financial performance, and includes responsibility for
implementing and achieving results through own actions rather than through others.
Intermediate: This requires a moderate understanding of overall business operations and measurements, including responsibility for monitoring the
implementation of strategy. This has limited or informal responsibility for colleagues and/or needs to consider broader approaches or consequences.
Advanced: This requires a strong understanding of the organisation’s environment, current strategic position and direction, with strong analytical skills and
the ability to advise on strategic options for the business. This includes formal responsibility for colleagues and their actions, and that their decisions have a
wider impact.
Expert: This requires expert knowledge to develop strategic vision and provide unique insight to the overall direction and success of the organisation.
This has formal responsibility for business areas, and his/her actions and decisions have a high-level strategic impact.
Influence 58
Technical Skills Business Skills
Negotiation and decision-making 59
People Skills Leadership Skills
Communication 60
Digital Skills
Collaboration and partnering 61
CGMA Competency Framework People skills 57Influence
This is the process of establishing and managing both internal and external relationships to meet organisational objectives and
governance responsibilities.
Foundational Intermediate Advanced Expert
• Adapt your personal style to suit • Sell own ideas and agenda by • Use a combination of logic, • Influence and work effectively
different people and situations. linking them to the needs and personal passion, conviction with organisations from different
goals of others. and interpersonal skills to cultures.
• Listen to and be sensitive to the
views and values of others. influence others. • Negotiate effectively at senior
• Anticipate responses of others when
choosing the approach to take. • Relate to, develop and make use of levels through anticipating
• Understand and relate to others
a wide network of key relationships and managing objections and
from different cultural backgrounds, • Remain professional in difficult
from both inside and outside the challenges.
including peers and customers, situations; demonstrate empathy
in an open, friendly and organisation to influence others. • Communicate effectively and
to understand the feelings and
professional way. actions of others; and give • Lobby to build behind-the-scenes assertively in high-risk situations
difficult messages in a way that support for ideas and plans and to resolve complex and/or sensitive
limits misunderstanding and solicit the involvement of others issues and build consensus.
promotes acceptance. to build ownership and buy-in.
CGMA Competency Framework People skills 58Negotiation and decision-making
This is the ability to use proper influencing skills to obtain positive outcomes and make decisions that align with the strategic direction of the organisation.
Foundational Intermediate Advanced Expert
• Recognise the different negotiating • Understand stakeholders’ positions • Negotiate in tough situations • Demonstrate use of a direct
styles of parties to a negotiation and and bargaining power and be able with both external and internal and diplomatic style; challenge
adapt style accordingly. to negotiate and/or participate in stakeholders; demonstrate information to detect discrepancies
negotiations with some support. confidence and good political savvy in reasoning.
• Support negotiations by providing
and maintain credibility with third-
information and being part of • Manage buy-in and gain trust with • Show an excellent sense of timing,
party key decision-makers.
the team. internal stakeholders prior to and and quickly gain trust and respect of
during negotiations. • Adjust personal positions and style all other parties to the negotiations.
• Understand who the key
quickly if circumstances change
stakeholders are in a given situation • Manage internal expectations • Lead the most complex negotiations
favourably or unfavourably;
and be able to communicate and keep all parties informed and demonstrate expert closing
win concessions without damaging
individual requirements. of developments; ensure best skills and excellent political and
stakeholder relationships.
negotiation practice in terms of cultural savvy.
• Make decisions based on facts,
preparation, approach, strategy, • Manage the negotiation team
common sense and previous • Lead fact-based decision-making
tactics and style. effectively; ensure each member is
experience; weigh up the pros and for long-term strategic issues;
fully prepared for the negotiation;
cons; and be able to explain the • Research and use data from a analyse the wider business
consistently secure positive
reasoning behind decisions. range of sources to make robust and political implications when
outcome from the negotiation.
fact-based decisions; make making decisions, including the
• Establish working-level relationships
available choices clear and simple • Assess and lead fact-based effectiveness of the outcome.
with third-party counterparts to
to stakeholders. decisions in high-risk situations;
resolve routine issues. • Share strategic insights and
coach others accordingly; and
• Review the immediate results, knowledge to help others make
take accountability for final
broad implications and unintended sound decisions.
decision outcomes.
consequences of a decision.
CGMA Competency Framework People skills 59Communication
This is the ability to translate and convey financial and non-financial information effectively to a variety of audiences using a range of mediums, including
digital tools.
Foundational Intermediate Advanced Expert
• Listen actively to others, • Understand the big picture by • Effectively listen and pick up the total • Lead organisation forums to obtain
acknowledge hearing different listening and leveraging non-verbal meaning of the message as well as wide perspective of ideas.
perspectives and react appropriately cues. information that others will
• Create forums, systems and
to non-verbal cues. typically miss.
• Engage audience in interactive procedures to actively source, hear
• Develop and deliver verbal communication in small and large • Deliver presentation to senior and share diverse perspectives to
information in a clear and concise group settings, and anticipate needs/ management with confidence and enhance understanding.
manner that is tailored to the needs questions and respond appropriately. acknowledge when the answer to a
• Confidently present controversial
of the audience. business question is unknown.
• Select appropriate digital and/or complex information to all
• Develop written material that is clear, communications media in a given • Share important fact-based levels of the organisation.
concise, accurate and grammatically context. information; simplify complex
• Lead the development of written
correct; use appropriate language written communications and adapt
• Create and manage multiple digital information for highly visible or
and tone and tailor the information to style and content for all levels of the
identities. complex situations.
the needs of the audience. organisation.
• Develop written material that is
• Provide fact-based information • Encourage the sharing of ideas and
easily understood to influence
to others based on requests; use best practices; encourage others
business partners and management,
appropriate communication tools, to speak their minds and listen
and simplify complex information to
including digital, to communicate empathetically to understand the
ensure understanding.
effectively. real motivators and emotions.
• Identify the appropriate audience for
• Create and manage a digital identity. • Protect personal digital reputation.
sharing information and proactively
share in a balanced and timely
manner.
CGMA Competency Framework People skills 60Collaboration and partnering
This is the ability to establish relationships and cross-functional partnerships within and outside of the organisation using a range of collaborative tools to
create value for the business.
Foundational Intermediate Advanced Expert
• Establish relationships and credibility • Maintain and enhance effective • Lead cross-functional business • Drive cross-functional initiatives
with business partners. cross-functional business initiatives and encourage team to across the business that create
partnerships through demonstrated cultivate relationships across the value.
• Analyse needs of business partners.
integrity. business.
• Leverage a broader network across
• Acknowledge different priorities
• Influence outcomes and challenge • Drive collaborative culture and joint the business and externally.
between finance and the business
appropriately using fact-based data. accountabilities across multiple
partners. • Evaluate digital tools and
stakeholders.
• Identify and address additional technologies for collaborative
business partner needs and • Actively educate and challenge on processes.
educate them on value creation and limitations of possible solutions.
• Protect the organisation’s digital
accounting.
• Use digital tools and technologies for reputation.
• Share data, information and digital collaborative processes.
content with others through
• Deal with data produced through
appropriate technologies.
several digital tools, environments
and services.
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