An understanding of the types of fraud that can be committed within the organization and the conditions that often lead to fraud. Continuous monitoring of control systems to watch for weaknesses that could make committing fraud easier. A healthy skepticism that enables to the investigation of possible fraud when red flags appear.

An understanding of the environment in which the organization operates. This includes the industry, the regulatory environment, and economic environment, etc.

Ability to create or oversee IT systems, processes, and internal control policies and procedures to ensure high quality of information.

Knowledge of regulatory reporting requirements in Botswana and other countries in which the organization does business. Must understand the requirements of the Financial Reporting and Amendment Acts Knowledge of industry-specific requirements.

Thorough understanding of the informational needs of decision makers within the organization (from top level down through the organization). Overseeing a financial information system that is capable of producing useful information to meet those needs (e.g. budgeting; profitability of products, business units, customer relationships).

Up to‐date knowledge of generally accepted accounting principles and taxation in Botswana and all countries in which the company accesses capital markets.

Knowledge of risks and returns for investments and credit (e.g. customer credit).

Introduce your lesson with an optional, short summary. You can edit this excerpt in lesson settings.

Equip participants with the ability to manage complex projects effectively by applying project management methodologies such as Agile and Lean. Emphasize skills in resource allocation, risk management, and stakeholder communication to ensure projects are completed on time, within budget, and according to scope.

Enhance participants' ability to organize and administer business functions efficiently by designing and implementing administrative systems that support organizational goals. Focus on managing resources, scheduling, and documentation to ensure smooth operations and optimal efficiency.

Monitor financing activities and adapt strategies and tactics to changes in debt and equity markets. Knowledge and use of financial instruments to gain the greatest risk/return on investments.

Manage staff not only for maximum performance, but also for advancement within the organization.

Executives must provide their own future leaders with similar advancement opportunities and give them room to excel – even beyond the realm of finance

Ability to translate performance into results. Ability to respond to the needs of the organization and to meet those needs using measures that are appropriate and understandable.

Provide an understanding of the strategic role of outsourcing in achieving organizational efficiency and cost savings. Develop skills in identifying and evaluating potential outsourcing partners, managing outsourcing contracts, and mitigating risks such as loss of control and quality issues.

Develop sets of strategic measures that can be used to anticipate challenges and monitor progress.

Branding the company as a career destination for finance professionals is critical for attracting top talent.

Inspires and motivates others within the organization. Provides the necessary guidance and direction to meet and exceed organizational goals and objectives.

Ability to communicate effectively in writing and verbally: to connect with others, to persuade others, to communicate complex information in an easy‐to‐understand manner. Ability to act appropriately in a variety of situations. Ability to be accessible and respected by others at all levels in the organization.

An understanding of the elements of corporate governance and an ability to institute best practices to create a culture of excellence and ethical performance.

Ability to negotiate with others in both friendly and adverse circumstances. Being a good listener is an important element in negotiation. Ability to resolve conflict.

Ability to network with others, to develop strong relationships, to collaborate and to be a good team player.

An understanding of the motivations of oneself and others. A recognition of the real possibility of unethical behavior. Ability to take active and public steps to thwart misbehavior and encourage ethical behavior. Being a role model. Setting the “tone at the top”.

Manage change with minimum disruption, being agent for positive change. Flexibility and the ability to encourage flexibility in other members of the organization.

Ability to see one’s own faults or mistakes, take responsibility for them, and to assist others to do the same in a congenial manner.

The ability to develop visions that prompt buy‐in from a wide range of organizational stakeholders. The ability to align finance function’s priorities with business strategy and organizational goals.

Understanding the “big picture”: such as how the environment can impact the organization both positively and negatively. An understanding of how external and internal factors can interact to create or reduce risk.

Ability to take a holistic and future‐oriented perspective of the organization that recognizes the synergies and interdependencies between the different parts. This perspective is leveraged in the use of information to create strategies that enable growth. This ability uses innovation, creativity, and thinking “outside the box.”

Performance management integration is a holistic approach that spans all the processes and technologies related to performance management and consists of the ability to integrate reporting and performance measurements. budgeting planning and forecasting, and organizational alignment. This includes the elimination or reduction of ‘non‐value‐added’ activities, measuring financial performance, establishing efficiency metrics, measuring non‐financial performance, and measuring customer satisfaction.

The ability to make decisions based on sound logic and evidence. This consists of being able to distinguish between fact and opinion, ask questions, make detailed observations, and uncover assumptions. The ability to draw sound conclusions based on relevant information.

The ability to deal effectively with uncertain situations. The ability to control one’s anxiety and to maintain clarity of thought to evaluate a complex situation and respond effectively.

Having a strong desire to learn; being self‐motivated to take advantage of opportunities to learn new things and to be dedicated to self‐improvement.

As the next‐in‐command, the Executive must represent the organization to the outside world. This includes networking with shareholders, analysts, suppliers, customers, and the public at large. The Executive must have a keen sense of when and how to best portray both positive and negative information about the organization.