February 20, 2025 • 15 mins
Episode 134: Unlock the secret to mastering situational awareness—a skill that sets exceptional leaders apart. Ever wondered how some leaders effortlessly anticipate market shifts and team dynamics? In this episode discover how being attuned to your surroundings can prevent awkward moments and enhance your strategic decision-making.
Join me as I break down real-world examples that illustrate the power of reading the room and anticipating industry trends. From subtle team cues to pivotal market signals, situational awareness is a critical tool in your leadership arsenal. Plus, revisit popular episodes from the year for additional insights and strategies to bolster your professional journey. Tune in and learn how to harness this essential skill to make informed decisions and foster meaningful connections within your organization.
Episode outline:
- Do you ever find yourself not knowing what is happening around you,
- More situational awareness leads to improved business decisions, and
- How to improve your situational awareness.
Please connect with me on:
1. Instagram: stephen.mclain
2. Twitter: smclainiii
3. Facebook: stephenmclainconsultant
4. LinkedIn: stephenjmclainiii
For more resources, please visit Finance Leader Academy: financeleaderacademy.com.
The Office of the CFO Bootcamp Training Workshop: CFO Bootcamp
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Stephen McLain (00:05):
Are you able to anticipate needed actions before
something happens and are youable to read the room to avoid
awkwardness?
I want to talk aboutsituational awareness this week,
which can cover many differentscenarios, from avoiding
awkwardness in a meeting toknowing the difference between a
(00:25):
good decision and a bad one,and from displaying appropriate
behavior to better understandingthe market that you are in.
When we lead others, ourawareness needs to be amplified
so we understand even the mostsubtle of comments and we are
able to analyze futureopportunities for the
organization.
This helps us be a moreeffective leader overall.
(00:47):
Please enjoy the episode.
Welcome to the Finance LeaderPodcast, where leadership is
bigger than the numbers.
I'm your host, Stephen McLain.
This is the podcast fordeveloping leaders in finance
and accounting.
Please consider following me onTwitter, facebook, instagram
and LinkedIn.
My usernames and the links arein this episode's show notes.
(01:09):
You can also follow FinanceLeader Academy on LinkedIn,
thank you.
This is episode number 134, andI'll be talking about developing
the critical skill ofsituational awareness, and I'll
be highlighting the followingtopics Number one do you ever
find yourself not knowing whatis happening around you?
Number two more situationalawareness leads to improved
(01:31):
business decisions.
And three how to improve yoursituational awareness.
Author Stephen Covey said everyhuman has four endowments
self-awareness, conscience,independent will and creative
imagination.
These give us the ultimatehuman freedom the power to
choose, to respond to change.
(01:53):
All around us, conversationsare taking place and decisions
are being made.
Our team shares subtle andsometimes obvious hints in how
they are doing with their tasksand in their personal lives.
Are you able to pick up onthese hints and actions taking
place around you?
Do you know what to do?
(02:14):
There are other examples ofsituational awareness.
You are in a meeting and thosein the room are being aloof to a
decision they want you to make,are being aloof to a decision
they want you to make.
Are you aware of how everyoneis working together to get you
to commit to something that mayneed some additional analysis?
Here's another example yourcompany should go in another
direction in the market.
(02:35):
Can you see the industrysignals that it would be wise to
make such a shift?
These are just three examplesof situational awareness Paying
attention to your team, payingattention to how people want us
to act and how we should bewatching our market or industry
so we make the best strategicdecisions.
You may be thinking that thissounds like the skill of reading
(02:58):
the room, which it does a lot,but reading the room is mostly
for what is happening in thevery present situation in front
of you what is happening rightnow, so you make wise choices to
not make a criticalprofessional error.
Reading the room is afundamental skill which we all
need to learn and apply.
It may very well keep you fromsaying or doing something
(03:21):
awkward.
Before we keep going, I want tohighlight a few episodes so far
from this year in case youmissed them.
The first one is episode 128,which is personal accountability
strategy for success in 2025.
That was very popular, so Idefinitely recommend you going
back and listening to that oneIf you need a little help on
some personal accountabilitywith your goals this year.
(03:43):
The next is episode 130,embracing change and driving
success for finance leadersembracing change and driving
success for finance leaders.
And finally, the third isepisode 132, mastering genuine
positivity without the pitfalls.
This was also one that peoplefound very interesting, so I do
recommend you going back andlistening to those three
(04:03):
episodes.
I believe these three episodescan really help you in your
professional journey.
Thank you again for listeningto the podcast.
I appreciate your support.
You can subscribe to thepodcast on the platform you are
listening to right now, and youcan also subscribe to my weekly
email by going into the shownotes or onto
financeleaderacademycom.
I will never share yourinformation, thank you.
(04:26):
Leaders are required to lookbeyond their own task list to
anticipate, to estimate, toproject, to predict and maybe
even to guesstimate what ishappening and what could happen
in the future.
This relates to the market, totechnology, to the economy, to
our competition and even withour own peers and our team
(04:46):
members.
Perceiving accurately what ishappening around you can deliver
big results to how you makebetter decisions and how you
relate to others.
In my Army career back in theyear 2001,.
Before I transferred to finance, I was assigned as the unit
intelligence officer.
I had never worked in militaryintelligence previously, so I
(05:08):
had to quickly learn my role andresponsibilities.
Now, my wartime duties differedvastly from my peacetime duties
.
Back on the base, I wasprimarily responsible for
security, like the physicalsecurity of weapons and other
sensitive items.
I was also responsible forsubmitting and tracking security
clearances and who could accessclassified equipment and
(05:28):
classified documents.
My wartime duties required meto know and make my best guess
on what the enemy would do, howthey were organized and what
equipment they were using.
I had to get good atanticipating enemy movements
based on known doctrine andother specific variables.
In turn, I had to prepare myunit on likely contingencies so
(05:51):
we were prepared to make betterdecisions on how to deploy our
forces.
Sound strategic decision-makinginvolves analyzing factors
beyond what is happening today.
You must be forward-thinkingand looking for indicators and
variables specific to yourindustry, be aware of market and
industry trends that affectyour organization and how it
(06:13):
serves to analyze your owndeployment of resources to serve
your customer better.
One other topic to consider isgroupthink.
We don't talk about groupthinkenough.
Groupthink is a leadershipfailure because we don't
encourage our team to challengeparadigms, assumptions and even
decisions before they are made.
Groupthink is a culture wherethe extreme need for alignment
(06:36):
gets everyone to agree withoutchallenging the process.
Or, even further, we haveleaders who don't want to be
challenged.
Leaders need to create theatmosphere for pushback on
processes so the organizationdoes not fail.
How can you tell if groupthinkis happening?
It's when your team agrees waytoo quickly and fails to
(06:56):
identify obvious problems indecision-making ideology.
It may be prudent for seniorleaders to perform a groupthink
exercise to verify if that ishappening by introducing flawed
logic on purpose to see if yourteam says anything.
Further insecure leaders willsurely be a guarantee to
(07:16):
groupthink as the predominantmethod for making decisions.
Now how is everyone going ongoals and CPE completion for
this year?
Please listen to episode 131,.
Stay on Track for Long-TermSuccess.
Our first check-in for 2025, ifyou need a prompt for reviewing
your goal setting for 2025.
Do you have a professionalcertification?
(07:39):
I always recommend earning onecertification because it signals
your commitment to being aprofessional and in being
current on practices in theprofession.
Now, once you earn thatcertification, you must have a
plan to maintain it by earningcontinuing professional
education credits.
This will creep up on you ifyou don't have a plan to earn
CPEs each month.
(08:00):
So don't wait until month 12and you need to scramble to earn
credits.
Let's look for ways to maintainyour certification right now.
Now back to my Army career.
Now in the military, we teachand encourage improved
situational awareness for ourleaders and our troops.
You have to be prepared tocounter the enemy's current move
and future moves, so you bestdeploy your unit to gain the
(08:24):
momentum to win.
This ability translates tobusiness so easily, but you have
to learn it and learn how torecognize it, plus how to apply
it to your industry and market.
It can mean different offersand a different product service
mix.
Now let's talk about developingthe critical skill of
situational awareness Number onedo you ever find yourself not
(08:46):
knowing what is happening aroundyou?
Do you operate in your ownbubble sometimes, or stay
isolated, paying attentionaround you and what is happening
around you?
Do you operate in your ownbubble sometimes, or stay
isolated, paying attentionaround you and what is being
said is important.
This can give you keyindicators on how people are
doing, how they're feeling andwhat your peers in the executive
team are thinking.
How connected are you with yourpeers?
Staying connected around theorganization gives you an edge
(09:09):
on information for betterdecision making and just knowing
what is happening, whatconcerns that may be bubbling
and what assumptions are beingused in planning.
Watch for peer and seniorleader alignments.
Are you an insider or anoutsider?
I want you to be an insider, soyou have that inside track on
(09:29):
plans and thoughts that arehappening with your senior
leaders.
Knowing what is happeningbeyond your own senses again
gives you an edge.
How are people and teamsaligning on strategy, resource
use, new products and services,new markets and maybe even new
investments or divestments forthe future.
Number two more situationalawareness leads to improved
(09:52):
business decisions.
Being able to reach signalswill give you an advantage when
it comes to your competition,and this includes your in-house
competition too, the industryoverall, your customers and your
team.
More accurate information leadsto better decisions and if you
can figure out not so obviousinformation, that can help you
even more.
(10:12):
Now, regarding your competition, can you tell what new offers
or product-service mix that theyhave or will have?
There are also analytical toolsavailable on the market to
compare companies in yourindustry.
We don't talk about these veryoften.
In whatever industry yourorganization is in, there's
probably a service on the marketor an analytical tool that you
(10:33):
can subscribe to so you cananalyze market data to help do
comparisons on product andservice delivery.
I have done these several timesas a consultant with a few
companies.
From a strategic standpoint, youhave to ask what do your
customers need?
Do they know what they need?
What is their behavior?
What are future behaviors thatwill drive need?
(10:55):
What products will yourcompetitors introduce which
could change the entiremarketplace?
Now research and take a look atBlackBerry on this phenomenon
specifically, for when Appleintroduced the iPhone back in
2007 that had a virtual keyboard.
Now, blackberry refused toconcede the thought of the
(11:16):
customer switching over from thephysical keyboard, a big
mistake that eventually sawtheir market lead erode.
I want you to combineexperience, intuition and wisdom
to make critical decisions in amore informed manner.
The more non-standardinformation you can collect, or
at least be aware of, of, helpsto refine your own work.
(11:36):
Being able to piece togetherthings happening around you can
give you that edge.
On analyzing your data, you maybe able to consider factors not
thought of previously.
Another key area that can helpwith more situational awareness
is conducting negotiations.
When negotiating contract termsor payment terms, it can be
beneficial to understand andknow word cues, facial
(11:59):
expressions, body language,tactics and other issues when
working through a businessnegotiation.
Number three how to improve yoursituational awareness.
Practice being mindful.
Pay attention more to yoursurroundings and to what people
are saying.
Look for cues, look for.
Are saying Look for cues, lookfor particular words, look for
(12:20):
unique behaviors.
Sometimes have no otherthoughts than just to pay
attention more.
Listen and be observant.
Connect better with your peers,your team and the senior
leaders.
When you become betterconnected, you will learn more
and then you can become part ofthe informal leadership or
information channel.
(12:44):
Be intentional when looking forvariables and factors that
affect your work portfolio orthe metrics you are responsible
for.
Look beyond your daily list oftasks.
Watch for and listen moreintently to how people speak,
what metrics they are interestedin and what they are focused on
.
What is driving their work?
Knowing the businessenvironment drives better
(13:05):
decisions.
In the Army, we teach, coachand mentor junior officers to
improve their situationalawareness, to make better
decisions in the deployment oftheir troops.
Sometimes you have to actquickly once you become more
aware, and this is especiallytrue in military situations.
An enemy that is more adept atmaneuvering can get the upper
hand in a combat operation.
Very similarly, like inbusiness, when you combine more
(13:28):
awareness with better judgmentand risk-taking, you can become
much more improved at achievingdecisive victories.
Now for action today.
How well do you read signalsaround you?
You need to self-analyze yourability to be more aware of your
surroundings and the businessenvironment.
Again, here are a few tips tofollow.
(13:48):
The first is practice moreactive listening.
Second is to look formeaningful words, actions and
expressions.
Next is to be watchful oftrends in your industry and,
finally, connect with your peersand senior leaders of the
organization.
Situational awareness is agreat skill to possess.
Continue improving, picking upon cues and key words that can
(14:11):
help your own professionaldemeanor and in your duties.
Now please check outfinanceleaderacademycom for more
information that can help youin your career progression.
I offer courses and also offerseveral free downloadable guides
.
My most popular guide, become aFinance Leader, covers several
key topics that you can applyright away as a finance
(14:34):
professional.
Again, you can find the guideat financeleaderacademycom.
The link is in this episode'sshow notes.
Today I talked about theimportance of situational
awareness and I highlighted thefollowing points.
Number one do you ever findyourself not knowing what is
happening around you?
Number two more situationalawareness leads to improved
(14:54):
business decisions.
And three, how to improve yoursituational awareness.
The business environment can bedifficult to navigate, so it's
vital to know what is happeningaround you.
Improving your business acumenis a critical skill.
Also, when you combine thatwith understanding the current
state, plus add leadership andrisk taking, then you can better
(15:16):
and more quickly analyzethreats and opportunities, which
can lead to improvedorganizational and even personal
performance.
I hope you enjoyed the FinanceLeader Podcast.
You can find this episodewherever you listen to podcasts.
If this episode helped youtoday, please share it with a
colleague.
Until next time, you can checkout more resources at
(15:36):
financeleadercademycom and signup for my weekly updates so you
don't miss an episode of thepodcast.
And now go lead your team andI'll see you next time.
Thank you.
Are you able to anticipate needed actions before
something happens and are youable to read the room to avoid
awkwardness?
I want to talk aboutsituational awareness this week,
which can cover many differentscenarios, from avoiding
awkwardness in a meeting toknowing the difference between a
(00:25):
good decision and a bad one,and from displaying appropriate
behavior to better understandingthe market that you are in.
When we lead others, ourawareness needs to be amplified
so we understand even the mostsubtle of comments and we are
able to analyze futureopportunities for the
organization.
This helps us be a moreeffective leader overall.
(00:47):
Please enjoy the episode.
Welcome to the Finance LeaderPodcast, where leadership is
bigger than the numbers.
I'm your host, Stephen McLain.
This is the podcast fordeveloping leaders in finance
and accounting.
Please consider following me onTwitter, facebook, instagram
and LinkedIn.
My usernames and the links arein this episode's show notes.
(01:09):
You can also follow FinanceLeader Academy on LinkedIn,
thank you.
This is episode number 134, andI'll be talking about developing
the critical skill ofsituational awareness, and I'll
be highlighting the followingtopics Number one do you ever
find yourself not knowing whatis happening around you?
Number two more situationalawareness leads to improved
(01:31):
business decisions.
And three how to improve yoursituational awareness.
Author Stephen Covey said everyhuman has four endowments
self-awareness, conscience,independent will and creative
imagination.
These give us the ultimatehuman freedom the power to
choose, to respond to change.
(01:53):
All around us, conversationsare taking place and decisions
are being made.
Our team shares subtle andsometimes obvious hints in how
they are doing with their tasksand in their personal lives.
Are you able to pick up onthese hints and actions taking
place around you?
Do you know what to do?
(02:14):
There are other examples ofsituational awareness.
You are in a meeting and thosein the room are being aloof to a
decision they want you to make,are being aloof to a decision
they want you to make.
Are you aware of how everyoneis working together to get you
to commit to something that mayneed some additional analysis?
Here's another example yourcompany should go in another
direction in the market.
(02:35):
Can you see the industrysignals that it would be wise to
make such a shift?
These are just three examplesof situational awareness Paying
attention to your team, payingattention to how people want us
to act and how we should bewatching our market or industry
so we make the best strategicdecisions.
You may be thinking that thissounds like the skill of reading
(02:58):
the room, which it does a lot,but reading the room is mostly
for what is happening in thevery present situation in front
of you what is happening rightnow, so you make wise choices to
not make a criticalprofessional error.
Reading the room is afundamental skill which we all
need to learn and apply.
It may very well keep you fromsaying or doing something
(03:21):
awkward.
Before we keep going, I want tohighlight a few episodes so far
from this year in case youmissed them.
The first one is episode 128,which is personal accountability
strategy for success in 2025.
That was very popular, so Idefinitely recommend you going
back and listening to that oneIf you need a little help on
some personal accountabilitywith your goals this year.
(03:43):
The next is episode 130,embracing change and driving
success for finance leadersembracing change and driving
success for finance leaders.
And finally, the third isepisode 132, mastering genuine
positivity without the pitfalls.
This was also one that peoplefound very interesting, so I do
recommend you going back andlistening to those three
(04:03):
episodes.
I believe these three episodescan really help you in your
professional journey.
Thank you again for listeningto the podcast.
I appreciate your support.
You can subscribe to thepodcast on the platform you are
listening to right now, and youcan also subscribe to my weekly
email by going into the shownotes or onto
financeleaderacademycom.
I will never share yourinformation, thank you.
(04:26):
Leaders are required to lookbeyond their own task list to
anticipate, to estimate, toproject, to predict and maybe
even to guesstimate what ishappening and what could happen
in the future.
This relates to the market, totechnology, to the economy, to
our competition and even withour own peers and our team
(04:46):
members.
Perceiving accurately what ishappening around you can deliver
big results to how you makebetter decisions and how you
relate to others.
In my Army career back in theyear 2001,.
Before I transferred to finance, I was assigned as the unit
intelligence officer.
I had never worked in militaryintelligence previously, so I
(05:08):
had to quickly learn my role andresponsibilities.
Now, my wartime duties differedvastly from my peacetime duties
.
Back on the base, I wasprimarily responsible for
security, like the physicalsecurity of weapons and other
sensitive items.
I was also responsible forsubmitting and tracking security
clearances and who could accessclassified equipment and
(05:28):
classified documents.
My wartime duties required meto know and make my best guess
on what the enemy would do, howthey were organized and what
equipment they were using.
I had to get good atanticipating enemy movements
based on known doctrine andother specific variables.
In turn, I had to prepare myunit on likely contingencies so
(05:51):
we were prepared to make betterdecisions on how to deploy our
forces.
Sound strategic decision-makinginvolves analyzing factors
beyond what is happening today.
You must be forward-thinkingand looking for indicators and
variables specific to yourindustry, be aware of market and
industry trends that affectyour organization and how it
(06:13):
serves to analyze your owndeployment of resources to serve
your customer better.
One other topic to consider isgroupthink.
We don't talk about groupthinkenough.
Groupthink is a leadershipfailure because we don't
encourage our team to challengeparadigms, assumptions and even
decisions before they are made.
Groupthink is a culture wherethe extreme need for alignment
(06:36):
gets everyone to agree withoutchallenging the process.
Or, even further, we haveleaders who don't want to be
challenged.
Leaders need to create theatmosphere for pushback on
processes so the organizationdoes not fail.
How can you tell if groupthinkis happening?
It's when your team agrees waytoo quickly and fails to
(06:56):
identify obvious problems indecision-making ideology.
It may be prudent for seniorleaders to perform a groupthink
exercise to verify if that ishappening by introducing flawed
logic on purpose to see if yourteam says anything.
Further insecure leaders willsurely be a guarantee to
(07:16):
groupthink as the predominantmethod for making decisions.
Now how is everyone going ongoals and CPE completion for
this year?
Please listen to episode 131,.
Stay on Track for Long-TermSuccess.
Our first check-in for 2025, ifyou need a prompt for reviewing
your goal setting for 2025.
Do you have a professionalcertification?
(07:39):
I always recommend earning onecertification because it signals
your commitment to being aprofessional and in being
current on practices in theprofession.
Now, once you earn thatcertification, you must have a
plan to maintain it by earningcontinuing professional
education credits.
This will creep up on you ifyou don't have a plan to earn
CPEs each month.
(08:00):
So don't wait until month 12and you need to scramble to earn
credits.
Let's look for ways to maintainyour certification right now.
Now back to my Army career.
Now in the military, we teachand encourage improved
situational awareness for ourleaders and our troops.
You have to be prepared tocounter the enemy's current move
and future moves, so you bestdeploy your unit to gain the
(08:24):
momentum to win.
This ability translates tobusiness so easily, but you have
to learn it and learn how torecognize it, plus how to apply
it to your industry and market.
It can mean different offersand a different product service
mix.
Now let's talk about developingthe critical skill of
situational awareness Number onedo you ever find yourself not
(08:46):
knowing what is happening aroundyou?
Do you operate in your ownbubble sometimes, or stay
isolated, paying attentionaround you and what is happening
around you?
Do you operate in your ownbubble sometimes, or stay
isolated, paying attentionaround you and what is being
said is important.
This can give you keyindicators on how people are
doing, how they're feeling andwhat your peers in the executive
team are thinking.
How connected are you with yourpeers?
Staying connected around theorganization gives you an edge
(09:09):
on information for betterdecision making and just knowing
what is happening, whatconcerns that may be bubbling
and what assumptions are beingused in planning.
Watch for peer and seniorleader alignments.
Are you an insider or anoutsider?
I want you to be an insider, soyou have that inside track on
(09:29):
plans and thoughts that arehappening with your senior
leaders.
Knowing what is happeningbeyond your own senses again
gives you an edge.
How are people and teamsaligning on strategy, resource
use, new products and services,new markets and maybe even new
investments or divestments forthe future.
Number two more situationalawareness leads to improved
(09:52):
business decisions.
Being able to reach signalswill give you an advantage when
it comes to your competition,and this includes your in-house
competition too, the industryoverall, your customers and your
team.
More accurate information leadsto better decisions and if you
can figure out not so obviousinformation, that can help you
even more.
(10:12):
Now, regarding your competition, can you tell what new offers
or product-service mix that theyhave or will have?
There are also analytical toolsavailable on the market to
compare companies in yourindustry.
We don't talk about these veryoften.
In whatever industry yourorganization is in, there's
probably a service on the marketor an analytical tool that you
(10:33):
can subscribe to so you cananalyze market data to help do
comparisons on product andservice delivery.
I have done these several timesas a consultant with a few
companies.
From a strategic standpoint, youhave to ask what do your
customers need?
Do they know what they need?
What is their behavior?
What are future behaviors thatwill drive need?
(10:55):
What products will yourcompetitors introduce which
could change the entiremarketplace?
Now research and take a look atBlackBerry on this phenomenon
specifically, for when Appleintroduced the iPhone back in
2007 that had a virtual keyboard.
Now, blackberry refused toconcede the thought of the
(11:16):
customer switching over from thephysical keyboard, a big
mistake that eventually sawtheir market lead erode.
I want you to combineexperience, intuition and wisdom
to make critical decisions in amore informed manner.
The more non-standardinformation you can collect, or
at least be aware of, of, helpsto refine your own work.
(11:36):
Being able to piece togetherthings happening around you can
give you that edge.
On analyzing your data, you maybe able to consider factors not
thought of previously.
Another key area that can helpwith more situational awareness
is conducting negotiations.
When negotiating contract termsor payment terms, it can be
beneficial to understand andknow word cues, facial
(11:59):
expressions, body language,tactics and other issues when
working through a businessnegotiation.
Number three how to improve yoursituational awareness.
Practice being mindful.
Pay attention more to yoursurroundings and to what people
are saying.
Look for cues, look for.
Are saying Look for cues, lookfor particular words, look for
(12:20):
unique behaviors.
Sometimes have no otherthoughts than just to pay
attention more.
Listen and be observant.
Connect better with your peers,your team and the senior
leaders.
When you become betterconnected, you will learn more
and then you can become part ofthe informal leadership or
information channel.
(12:44):
Be intentional when looking forvariables and factors that
affect your work portfolio orthe metrics you are responsible
for.
Look beyond your daily list oftasks.
Watch for and listen moreintently to how people speak,
what metrics they are interestedin and what they are focused on
.
What is driving their work?
Knowing the businessenvironment drives better
(13:05):
decisions.
In the Army, we teach, coachand mentor junior officers to
improve their situationalawareness, to make better
decisions in the deployment oftheir troops.
Sometimes you have to actquickly once you become more
aware, and this is especiallytrue in military situations.
An enemy that is more adept atmaneuvering can get the upper
hand in a combat operation.
Very similarly, like inbusiness, when you combine more
(13:28):
awareness with better judgmentand risk-taking, you can become
much more improved at achievingdecisive victories.
Now for action today.
How well do you read signalsaround you?
You need to self-analyze yourability to be more aware of your
surroundings and the businessenvironment.
Again, here are a few tips tofollow.
(13:48):
The first is practice moreactive listening.
Second is to look formeaningful words, actions and
expressions.
Next is to be watchful oftrends in your industry and,
finally, connect with your peersand senior leaders of the
organization.
Situational awareness is agreat skill to possess.
Continue improving, picking upon cues and key words that can
(14:11):
help your own professionaldemeanor and in your duties.
Now please check outfinanceleaderacademycom for more
information that can help youin your career progression.
I offer courses and also offerseveral free downloadable guides
.
My most popular guide, become aFinance Leader, covers several
key topics that you can applyright away as a finance
(14:34):
professional.
Again, you can find the guideat financeleaderacademycom.
The link is in this episode'sshow notes.
Today I talked about theimportance of situational
awareness and I highlighted thefollowing points.
Number one do you ever findyourself not knowing what is
happening around you?
Number two more situationalawareness leads to improved
(14:54):
business decisions.
And three, how to improve yoursituational awareness.
The business environment can bedifficult to navigate, so it's
vital to know what is happeningaround you.
Improving your business acumenis a critical skill.
Also, when you combine thatwith understanding the current
state, plus add leadership andrisk taking, then you can better
(15:16):
and more quickly analyzethreats and opportunities, which
can lead to improvedorganizational and even personal
performance.
I hope you enjoyed the FinanceLeader Podcast.
You can find this episodewherever you listen to podcasts.
If this episode helped youtoday, please share it with a
colleague.
Until next time, you can checkout more resources at
(15:36):
financeleadercademycom and signup for my weekly updates so you
don't miss an episode of thepodcast.
And now go lead your team andI'll see you next time.
Thank you.
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