Introducing a speaker: what are the three professional attributes that contribute most to creating an effective Defense financial manager?

Anyone can learn how to introduce a speaker. Unfortunately, few people do it well. Effective introducers don't simply read a biographical sketch or a vita; they select significant information to highlight a speaker's credibility and set the speaker apart from others. Here are some specific things to keep in mind the next time you introduce a speaker.

* Focus attention on the speaker, not on you. Your task is to make the audience want to listen to the speaker. Tell information about the speaker that relates to the topic or perhaps gives the audience a human-interest glimpse of the speaker.

* Know the speaker's name. It's embarrassing for you and the audience and deflating to the speaker to forget the name of the person you are introducing.

* Make sure you can pronounce the name; the speaker will appreciate it and the audience will expect it. If the name is difficult, practice saying it aloud for several days before introducing him or her.

* Repeat the speaker's name at least two or three times during the course of the introduction and say it clearly. State the full name and title in the first sentence and again in the final sentence of the introduction. For example, you might begin, "We are fortunate to have Dr. James Smith as our speaker tonight." Then throughout the introduction you may say, "Dr. Smith," "James Smith" or simply "James," if such informality is appropriate; but conclude your introduction by again stating the complete name with title.

* If possible, talk with the speaker before it's time to make your introduction. There may not be time at the event, but a phone call several days ahead of time will let him or her know that you are looking forward to the meeting, making the introduction, and hearing his or her message. Contacting the speaker in advance also will make you feel more confident and cause you to appear more genuine in your introduction.

* Practice the introduction with the speaker and the audience in mind. Take your task seriously, for your introduction says something about the speaker--and about you.

* If you must read the introduction, do it well, giving direct eye contact to your audience while thinking about what you are saying. In most cases, you will sound more natural and appear more at ease if you use an extemporaneous style of delivery.

* Your task as introducer is to communicate effectively to the audience about the speaker. The focus should be on the speaker, not on you as the introducer. The speaker deserves the best introduction you can give--one that highlights his or her credibility and sets him or her apart from others.

One word of caution: Once you do a good job of introducing a speaker, you will probably be asked to do it again--and again.

First Place

Captain Michael J. Jones

I recently overheard a conversation between two Army Special Forces officers talking about money and fiscal authorities. One officer said that understanding Defense financial management was like speaking a foreign language. Understanding the nuances of financial management within the different services and being able to translate "FM" into "Opsspeak" really takes a lot of effort and intensive training, much like learning a foreign language. Vice versa, for financial managers, comprehending "Ops" and turning that knowledge into a viable financial plan for mission success is an equally daunting task.

I cannot think of a better way to describe the differences between financial management and operations. The two worlds are completely foreign to each other, yet interdependent; one can't survive without the other. As a Defense financial manager for almost nine years, I've been fortunate enough to be assigned to financial management jobs requiring direct contact with operations. Consequently, I've continually had the opportunity to look into the faces of the operators I support and have a direct linkage to how the financial decisions I made directly impacted them.

But understanding their needs didn't come easy. It took a lot of trial and error, turbulent times, asking lots of questions, and immersion to be able to do my job effectively and become minimally "conversational" in Ops-speak. Above all, I've learned that the following attributes are essential to being an effective Defense financial manager.

Flexibility

Flexibility is the key to air power is the Air Force mantra that has guided the service since the 1990s. I think the same mantra could be applied to Defense financial management. Managing money shouldn't take place in a vacuum. There are many variables that go into making any fiscal decision, all with varying pros and cons and differing outcomes. No financial decision is without consequence, and you will never have the luxury of making a decision with complete information. The key is to be able to recognize this, to remain flexible enough to change, and to make the best decisions you can with the best information available to you at that time.

Remaining flexible sounds like a very elementary concept in theory, but it can be difficult in practice. Let me give you a real-life example. During the run-up to Operation Iraqi Freedom, I was the lead finance officer for a special operations group preparing to deploy from England to establish operations in a bare-base environment in southern Turkey. All of our planning, preparation, and training focused on establishing operations in Turkey. In February 2003, we received our deployment orders and packed our bags, and off we went. I was on the advanced echelon team, and we hit the ground in Turkey, ready to execute the plan we had devised months prior. There was just one, small hurdle we encountered: The Turkish Parliament had not yet agreed to allow U.S. troops to transit their country en route to Iraq.

On 1 March 2003, the Turkish Parliament voted against hosting U.S. forces, and all of our preparation to develop, implement, and execute this specific plan came to a screeching halt. This was a devastating blow, one that left us asking, "What now?" Less than 24 hours after the vote, we were on a plane bound for Romania. With minimal preparation, we began to establish a base of operations at the international airport just outside of Constanta, Romania. By the time I left, the base was home to more than 3,500 Army and Air Force personnel.

Standing-up a base with absolutely no advance planning was an enormous undertaking. Everything from developing cost estimates, obtaining operational funding authority, locating a facility to obtain cash, and making vendor payments all had to be done on the fly. None of this would have been possible without tremendous hard work and flexibility from all involved to be able to respond during a time when things were changing literally by the hour. The senior noncommissioned officer (SNCO) I deployed with, the personnel back at home station to support us, and the budget analysts at our higher headquarters who were lining up the necessary funding all played a significant role in the success of shifting on a dime and operating from an entirely new location. A Defense financial manager may not always have the luxury of time. A good financial manager recognizes this, changes as the situation dictates, and remains flexible.

Focus

During my first assignment in the Air Force, a senior SNCO pulled me aside and gave me some sage advice: "In financial management, we don't own programs or money, and we don't operate independently. We work for the commander. His priorities should be your priorities, and the money you manage belongs to the taxpayer. We are simply caretakers, ensuring that the financial resources are managed efficiently, effectively, and in line with the commander's priorities. Don't ever lose sight of why you are here."

I must admit that I didn't fully understand the true meaning of what that SNCO said until several years later. As I mentioned in the opening of this article, I've been fortunate to manage money in an environment that puts me in direct contact with operations. What stands out is that military operations can be extremely complex, have multiple moving parts, and depend on scores of people doing the behind-the-scenes work; operations are dependent upon everyone performing his or her job in order to achieve the desired end product--mission success. Think about your favorite football team. All of the press, accolades, and glory go to the "skill" positions--quarterbacks, running backs, and receivers. But they would get nowhere without offensive linemen, the guys up front and in the trenches who give the quarterback time to throw the ball and who open holes for running backs.

Financial managers are those behind-the-scenes folks; if we don't do our jobs, that pilot doesn't fly, that soldier doesn't get a weapon, and that marine doesn't get paid.

Performing our day-to-day duties, it is easy to get caught up in the numbers and lose sight of the big picture. What we do is critically important, so it is essential to focus on the men and women who depend on us to do our jobs, to focus on the priorities at hand, and to focus on who owns the money entrusted to us.

"Can-Do" Attitude

A commander once told me, "Don't tell me the things I can't do; keep me out of jail, but help me figure out the things I can do to make good things happen." It's not enough for us to tell our customers they can't do something; we owe it to them to help them figure out how they can accomplish their objectives within the confines of fiscal law, regulations, and resource constraints. Take a moment to reflect on your own work habits. Consider this: If your organization were a profit-driven enterprise, would the attitude you display and service you provide to your customers be enough to keep them coming back as repeat business? Would your actions inspire customer loyalty to your company?

While stationed at Royal Air Force Mildenhall [United Kingdom], I had the pleasure of working with a noncommissioned officer who embodied the spirit of the can-do attitude. This individual was amazing; she approached every task, performed every duty, and tackled every issue with a warm smile, a sincere positive attitude, and unrelenting dedication toward success. She treated everyone whom she encountered as a customer and worked to earn their business; her "How can we do this better?" attitude positively affected everyone around her.

Virtually any business journal will confirm that providing good customer service starts with a smile and a positive attitude. Attitudes are contagious--bad ones can have a devastating adverse effect on an organization; but a positive attitude permeates through the whole organization, promotes a healthy work environment, and is noticeable to the customer.

Conclusion

Flexibility, focus, and can-do attitude--three qualities that in my opinion are imperative to being a successful Defense financial manager. I do not view our role as all-knowing, all-seeing, omnipotent "bean counters" who wear thick glasses and pocket protectors. Our role is to help craft financial strategies that meet legislative intent, comply with regulations, execute within fiscal constraints, yet support the mission. That doesn't happen in a vacuum and is not always easy to do. The difference is the attitude we possess, how we approach our jobs, and how we respond to changing situations, all the while keeping focus on what's important.

Think back to the foreign language analogy: Do you possess the skills to be an effective "translator" between Ops and FM? Are you flexible, focused on what's important, and take a positive, can-do approach to your job? Effective management of financial resources is what we bring to the fight; possessing these three attributes is critical to providing sound financial management and key to achieving mission accomplishment.

Captain Michael J. Jones is a budget analyst at United States Special Operations Command, MacDill Air Force Base, Florida. He is a member of ASMC's Tampa Bay Chapter

Second Place

Are You Effective?

Debra C. Higa, CDFM

What makes an effective Defense financial manager? There are many professional attributes, most of which are interrelated. To name just three is difficult, but my choices for attributes of a successful manager are to be educated, team-oriented, and honest. Although quite different, the characteristics used to define one can also be used to describe another. Possessing one or two of these attributes will allow you to supervise. However, to effectively manage a team as a Defense financial manager, you will need all three.

Educated

An effective manager is educated. Education encompasses many forms and can be broken down into general, specific or experience, and common sense. Without knowledge, how can you lead, guide, or communicate with your staff?

Basic general knowledge for financial managers starts with a degree, usually one with a major in accounting, finance, or other business-related field. Top grades are always a plus, but it's not everything. Someone once said that most chief executive officers were B-average students in college because the straight-A students lacked the people skills needed to succeed at the top. In addition, obtaining a degree sends another message: It proves that you made a commitment and stuck to it through completion. Other basic skills that college graduates can reinforce are reading, writing, and possibly public speaking. Good communication skills, written and oral, are necessary skills for financial managers.

Some managers are educated through years of on-the-job experience. This specialized, technical experience in the Defense financial field is not learned in school or from a book. Certain college courses offer better preparation for the financial and managerial world, but it's not the same as being in the job and really doing the everyday processes, especially in the federal world. We even speak a different language because of all the acronyms that we use: "Just check out the SOPs ASAP and then you'll know which AAA, ADSN, or FSN the data belongs to." Or, "What DSSN processed the transaction?"

It's common sense that completes your education. Whether you were born with it or gained it while growing up, it's an important piece of education. You cannot be effective without using common sense. Being able to see how people and processes may be affected under Plan A, B, or C isn't learned in a textbook. It may not even be learned on the job. Common sense enables you to see the big picture and to build successful teams. Knowing what makes people tick, how to get them motivated, and how to group them to get the job done (and done well) requires a lot of common sense. Effective financial managers have it.

Team-Oriented

A good leader is team-oriented. To have this, you need to possess people skills. You need to be able to listen, speak to, and lead or guide your staff. You need to have a plan, or several, in our ever-changing Defense financial world.

Let's face it. You can't do everything yourself, nor do you want to. As a financial manager, you need people to help support you. To do this, you need to be able to lead and guide your staff--to be team-oriented. You need to have similar goals, a similar mission, and possibly the same or similar vision. In other words, you must begin at the same starting point and work toward obtaining common goals together. Everyone on the team should have some value to add. As an effective, educated financial manager, you will know how to head, lead, or guide the team. Whether you are the most educated subject matter expert or not, others will look to you to keep the team together and on track to complete the task at hand.

Equally important as heading, guiding, or being a part of the team, you need to be able to listen. A good team member knows how to add value to the entire team. As the Defense financial manager, you will often be the leader of the group. You will need good oral and written communication skills, but you will also have to know when it's time to listen. As a manager, it may be your staff members who know the details best. Be able to listen and depend on them to give you the best advice for certain circumstances. Ensure that your fellow team members know this, as they will be a greater support to you.

Listening skills are also needed in the everyday routine. An effective manager knows when an employee may just need emotional support or a listening ear. Personal issues can affect good teamwork, and you may need to address them. Support your staff; sometimes all you need to do is listen.

As the leader of the team, you need to be responsible and accountable. For instance, as a team player accountable to the taxpayers, you're highly encouraged to pursue certifications. It makes good sense. To stay educated, you should continue to seek knowledge. Having a master's degree and obtaining certifications such as the Certified Defense Financial Manager, Certified Government Financial Manager, Certified Public Accountant, or Certified Fraud Examiner are just a few ways to continue your education and become an accountable team member.

Honest

A good financial manager needs to be honest. This means that you are trustworthy, responsible, and accountable to your people and the mission. In addition, being honest reinforces your ability to be an effective team-oriented manager. You need to be honest in your actions, recommendations, and the everyday processing in order to be taken seriously as a team player. A leader who is trustworthy will set examples for those who follow. A leader who is honest is responsible and ensures that the job gets done right, thereby gaining the respect of the rest of the team. A leader who is accountable will avoid fraud, waste, and abuse.

Integrity, one of the Defense Finance and Accounting Service's core values, always comes to my mind. Although it may be difficult at times, you need to be fair and just in your words and actions. Your staff will appreciate you for it. Be accountable to the mission and also to those whom you lead and who lead you. Honesty is about being fair and just. The Federal Managers' Financial Integrity Act makes us ensure that our systems of internal control comply with those standards prescribed by the Government Accountability Office. Again, as financial managers, we need to be accountable for our processes. And how better to do this than to obtain continuing professional education credits, which are needed to support our certifications and keep us abreast of what we need to be great financial managers.

Summary

What does it take to be an effective Defense financial manager? First, good managers are educated in the general and specialized forms of knowledge and experience and must have common sense. Second, they continue to grow their knowledge by obtaining certifications and continuing professional education credits. Education regarding fraud, waste, and abuse will help keep people honest. Good managers must be team-oriented, have good people skills in order to lead, guide, speak, listen, and teach others to be good team players, and are themselves good team players. Last, good managers are honest; they are trustworthy, responsible, and accountable to the taxpayers, their staff, their managers, and their peers.

These attributes contribute to your becoming an effective and a successful Defense financial manager.

With all this said, "Are you effective?"

Debra Higa, CDFM, is a supervisory accountant with the Defense Finance and Accounting Service Pacific. Currently, she is the chief, Air Force Accounting Operations, heading two branches and six sections. She is a member of ASMC's Aloha Chapter.

Third Place

Colonel Francis A. Machina, CDFM

The Department of Defense (DoD) operates with an annual budget of approximately $420 billion. To execute this funding efficiently and in accordance with fiscal law, DoD requires a robust staff of dedicated and capable financial managers. To operate at their highest levels of capability, these dedicated personnel require dozens of professional attributes. Three of those attributes are most critical for a person to thrive and excel in the fast-paced and complex field of Defense financial management. The most effective Defense financial managers possess the professional attributes of experience, intelligence, and leadership.

Experience

The first critical attribute is experience. Experience is a practical knowledge, derived from direct observation or participation in a particular activity. A financial manager increases effectiveness by relying on three primary categories of experience: depth, breadth, and longevity.

A deep experience base makes the financial manager a subject matter expert--knowing how and why things work. It is a familiarity with procedure, policy, regulation, and law. Gaining a strong depth of knowledge makes a financial manager irreplaceable in current operations since every project inevitably relies on the experts for success. The depth also makes a financial manager more credible in the future as promotions are received and responsibilities increase, providing a communication link between supervisors and subordinates. Depth of experience is gained by spending time working at entry-level and action-officer positions, physically making spreadsheet or database inputs, and solving problems on a daily basis.

Once some depth of experience is developed, financial managers should look to broaden their experience base. Holding a wide range of positions in an agency and transferring to new organizations is a great way to build this broad base. This serves the financial manager by providing a full understanding of how transaction processing or individual decisions can significantly affect multiple divisions within an agency or varying agencies within the DoD. Having a broad experience base provides a financial manager with a large pool of potential solution sets to any given problem. The greater number of creative strategies and positive examples a person is exposed to in his or her career increases effectiveness when placed in difficult situations.

The third piece of the experience requirement is longevity. There is no substitute for time on the job. Success in military operations, sports, and most other professional endeavors begins with training, and training takes time. Training for a financial resource manager is wrapped up in spending time on the job, maturing, and learning. Time spent working in Defense financial management is the equivalent of on-the-job training. This training is essential to viewing the big picture and making proper decisions and recommendations. The longevity piece of the experience triad is a delicate balance of the other two pieces. Developing depth of experience must be balanced with broadening the base. There is much to gain from a proper balance, including a better feel for the nuances of a job. Racing between jobs without gaining depth or holding the same job for more than a decade can tip the balance and limit a financial manager's capability.

Intelligence

The second critical attribute when creating an effective Defense financial manager is intelligence, or the ability to learn, understand, and deal with new or trying situations. Intelligence has become increasingly important because of the dynamic nature of financial management in the current operating environment, which is defined by constant change due to the Global War on Terrorism. This tumult highlights the need for highly functioning financial managers possessing three layers of intelligence: academic intelligence, common sense, and computer literacy.

The need for academic intelligence is crucial because of the increased complexity of the financial management field. The requirement for "book smarts" or academic achievement is highlighted by the need for advanced mathematical knowledge on the job. Examples include, but are not limited to, calculation of composite pay rates, performance of program cost analysis, and development of percentage estimates. Additionally, the DoD desires to maximize legitimacy and credibility across the Department. Academic intelligence, measured in advanced degrees and professional certifications, is an excellent way to meet the need for credibility. A resource manager with these credentials also has an advantage that facilitates office effectiveness. The credentials provide a visible testimonial to superiors and peers regarding work ethic, ability to process and understand concepts, and dedication to meeting goals. Coworkers are more likely to heed advice and counsel of financial managers with credentials. Finally, this strong academic background is also required in order to succeed in generating auditable financial statements, a technically challenging endeavor.

Intelligence

The second layer of intelligence found in successful financial managers is common sense. Common sense, or sound and prudent judgment, can make or break professional relationships and careers. Financial managers face controversial and unpopular decisions on a daily basis that no amount of book smarts can help with. Common sense is the first line of defense when guarding against forceful supervisors that expect financial managers to cross the fine line between energetic support of the mission and legal problems for the organization. Common sense is also an effective time-management tool. Time is historically wasted by working on legacy tasks that have diminished value or by overworking low-priority issues. Common sense saves time by focusing staff on properly prioritized competing assignments, disregarding frivolous or legacy tasks that have little value, and minimizing time spent on low-priority issues.

The final layer of intelligence is computer literacy. The most effective financial managers understand accounting systems, data management systems, and common software applications. This understanding facilitates timely development of critical data, the ability to ask the right questions, and efficient direction of staff efforts. Also, the ability to personally work with data using advanced spreadsheet and presentation software can set a financial manager apart. The power of the computer provides exponential capability that can be tapped only by managers who fluently speak computer language.

Leadership

Leadership is the third attribute that significantly contributes to creating effective financial managers. Establishing oneself as a superior leader is important in every profession, and Defense financial management is no exception. Leadership can be defined as being the principal performer of a group, providing direction and guidance. It is definitely not limited to supervisors and senior managers; the most junior member of a group can stand out by developing leadership qualities. Leadership encompasses a wide range of components, the most important of which, for Defense financial managers, are flexibility, moral courage, and people skills. Flexibility in the workplace has never been more important. The twenty-first century office environment faces rapid and substantial change that requires a workforce that can function and excel in tumultuous situations. Being flexible in the face of uncertain baseline funding levels, changing command priorities, and recurring last-minute requests for information from multiple higher headquarters will establish a financial manager's reputation and effectiveness. The ability to adapt quickly and redirect efforts is a valued skill that doesn't go unnoticed.

Moral courage is extremely important in financial management because there are numerous pressures in the field to meet the mission at all cost. The most effective financial managers have the courage to say no when faced with an eager boss or a group of colleagues who are moving in the wrong direction. The boss or the group may want to make something happen right away, regardless of the legal implications. Or they may not realize they are crossing a legal barrier and need to be informed. It is the financial manager's moral courage that allows him or her to step forward in these situations and do the right thing. Financial managers have the roles of internal auditor, travel entitlement enforcement officer, and steward of America's tax dollars. A financial manager with the moral courage to lead can fill these roles and be the commander's most effective tool.

The final component of leadership that contributes to successful financial management is people skills. No amount of intelligence or experience can carry someone to the highest level of production without the support and contributions of others. Leveraging the efforts of others can maximize individual effectiveness. Building relationships, understanding the needs of others, and sharing the workload are techniques that can facilitate one's effectiveness on a daily basis. Conversely, failure to appreciate the importance of people skills can substantially decrease individual and group effectiveness.

Summary

The three professional attributes that contribute most to creating an effective Defense financial manager are intelligence, experience, and leadership. Intelligence represents an ability to grasp complex concepts quickly and provides a testimonial of professionalism recognized worldwide. Experience is important because it provides specific knowledge of processes and procedures critical to success, and it offers a pool of potential solution sets to difficult problems. Finally, leadership qualities multiply the effect of superior intelligence and experience, facilitating maximization of individual and group effectiveness. A financial manager who puts these three professional attributes into practice on a regular basis will achieve superior results.

Colonel Francis A. Machina, CDFM, is the deputy director for Force Structure, Requirements, Resources, and Strategic Assessments at the United States Special Operations Command. He is president of ASMC's Tampa Bay Chapter.