Case Study: Strategic Initiative and Leadership Response in a New Role
Overview
A newly hired Controller, with 27 years of accounting experience and advanced academic credentials (Master’s and Bachelor’s in Accounting) plus multiple certifications, joined a mid-sized organization. The CEO personally managed the recruitment process and emphasized—on four separate occasions—that the hire was intended to drive process improvements across the company.
Within the first nine days, the Controller identified significant inefficiencies in the Accounts Receivable (AR) workflow. The current process required four days to complete, but analysis revealed it could be streamlined to one day.
Strategic Actions
- Scheduled a meeting with the CEO.
- Developed a flowchart of the existing AR process, highlighting:
- Risks
- Internal controls
- Role gaps
- Conducted employee interviews to gather feedback on:
- Role satisfaction
- Pain points
- Missed steps
- Shared documentation and attachments with the CEO prior to the meeting.
- Proposed mobile banking to reduce man-hours and eliminate bank trips.
- Identified:
- Undefined employee roles
- Missed key steps causing operational risk and inefficiency
Accounting System Upgrade Proposal
- Requested CEO approval to obtain a quote for upgrading from Sage 50 to Sage Intacct for enhanced functionality and cloud-based benefits.
- CEO granted approval to pursue the quote and schedule a vendor meeting.
- Highlighted that the current system runs on an in-house server costing $5,000 annually.
- Presented the quote with a clear summary of Sage Intacct benefits.
Meeting Dynamics:
- CEO displayed passive listening and avoided eye contact.
- Controller addressed tension with humor: “I feel you’re waiting for me to stop talking to say, no.”
- The remark diffused tension; the meeting ended without a formal decision.
- Later, a colleague praised the Controller’s presentation skills and noted its educational value.
CEO’s Response
- Accepted initial meeting.
- Criticized AR flowchart and proposal.
- Emphasized the Controller’s short tenure (“only 9 days”).
- Avoided eye contact post-meeting, signaling discomfort or disengagement.
Analysis
Strengths of Controller’s Approach
- Demonstrated initiative and strategic thinking.
- Based proposals on employee feedback and process mapping.
- Focused on efficiency, modernization, and risk reduction.
- Communicated clearly and professionally.
- Acted in alignment with CEO’s stated expectations.
Challenges Encountered
- CEO’s dismissive and defensive response.
- “9 days” comment suggested perceived lack of credibility.
- Cultural resistance to early-stage innovation.
- Nonverbal cues indicated discomfort with change.
Lessons Learned
For New Leaders
- Understand organizational culture before proposing change.
- Build trust through listening and gradual influence.
- Frame proposals as collaborative opportunities.
For Executives
- Leverage expertise of new hires.
- Encourage innovation aligned with hiring intent.
- Avoid dismissive language and body language.
For Organizations
- Define onboarding expectations around innovation.
- Create safe channels for constructive dialogue.
- Foster a culture that welcomes process improvement.
Discussion Questions
- How could the Controller have framed her proposal differently?
- What does the CEO’s response reveal about company culture?
- Should the Controller consider leaving or pursue influence?
- How can organizations support new leaders in driving change?
- What responsibility does the CEO bear in aligning expectations with behavior?
- How does body language affect strategic meetings?
Bottom Line
The Controller’s approach was tactful, emotionally intelligent, and professionally appropriate. By using humor and grace, she addressed tension without confrontation—demonstrating strong leadership presence.