Month: April 2025

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Blog Hiring How-To Thought Leadership

Finance Leadership: The Wind in Your Sails During Uncertainty

When the economic weather forecast is stormy with a side of WTAF, companies need a firm hand at the financial helm. Whether your company phase is a startup scull, a mid-size speedboat, or an enterprise-sized ocean liner, unpredictable conditions call for calm, wise navigation. 

At Forshay, we’ve seen a rising tide of demand for strategic and trusted finance leadership—interim CFOs, targeted executive searches, and even executive coaching from CFOs who’ve navigated a few storms of their own. 

In these times, a visionary plan is more inspiring than survival-level strategies. Ask yourself and your team: What are the opportunities in strategic finance hiring that can help your organization not only stay afloat but also chart a bold course forward?

Is Your CFO the Chief Future Officer?

From inflation jitters to tariff uncertainty to IPO hesitations, today’s environment is “a lot” (in both volume of issues and emotional drain). And when market visibility is low, you need someone at the helm capable of steering through the fog. In fact, you could think of your CFO as the Chief Future Officer. Although the role has always been consequential, ask yourself if your leadership team has the right person for your organization right now?

That’s why we’re seeing more clients than ever ask for strategic finance talent. The stakes are too high. Whether gearing up for more funding, in full growth mode, tightening the ship, or preparing for a long-awaited IPO, the right CFO—or fractional CFO—can chart the course with confidence.

The key is a strategic approach to the hiring process, because… 

Hiring mistakes cost. A lot. (We really like to drive that home)

You know this, but we’d be remiss for not covering how hiring the wrong executive isn’t just disruptive for teams; it’s very expensive. Not only do companies lose all of the sunk costs of the hiring process, but what we’ve all seen is how the wrong leader hurts productivity and increases attrition of valuable employees. 

Post-pandemic research from McKinsey found that employee disengagement and attrition could cost a median-size S&P 500 company between $228 million and $355 million a year in lost productivity.  Over five years, per company, that’s at least $1.1 billion in lost value.
The Society for Human Resource Management (SHRM) reports that replacing an employee can cost between 50-60% of their annual salary. Gulp. So what to do? 

Your North Star: A Strategic Finance Hiring Checklist

Before you launch your CFO search, take a pause. Commit to a weekly check-in during the search to avoid drifting off course. Here’s a navigational checklist to help you:

 Pre-Sail Checks:

  • Do a post-mortem on your last finance leader—what worked, what didn’t?
  • Reimagine what this role really needs today and for many tomorrows as that Chief Future Officer
  • Align your hiring team on priorities. Are you all rowing in the same direction? (We see this challenge a lot)

While You’re Navigating the Search:

  • Be transparent with candidates about current realities—investors, pivots, cash flow.
  • Watch the pace: not too fast to miss red flags, not so slow you lose great talent.
  • Think beyond one role: How does this person complement the entire leadership team?

Widen the Aperture to the Bigger Picture:

  • CFOs are making complex decisions daily. That requires support. Consider adding an executive coach—someone who’s sat in that exact seat and can help your current CFO look around corners. (We’ve got this for you)

How to Recruit Your CFO

When it’s time to bring in a CFO, how you search impacts many scorecard measures. We’ve supported companies in the range of approaches below, tailored to what was right for them (in fact, we just placed the CFO at Kindred Motorworks and they were a joy to work with). 

Here’s a side-by-side look at four common approaches—and how they stack up on key decision factors.

In-house Recruiting Traditional Executive Search Interim Recruiter (Alternative Search) Interim CFO (Try-Before-You-Hire)
Bandwidth & Capacity Risk of your recruiting team being stretched thin A leveraged model for your recruiting team. A leveraged model for your recruiting team. No extra load on your team.
Speed & Opportunity Cost Time is money—and the clock’s ticking. Often 6–12 months (we do tend to go faster) Can move faster with fewer bottlenecks. Hit the ground running while you search.
Cost (Seen & Unseen) Low direct cost, high hidden cost (hello, slow hires). Higher fees with big firms More scalable and tailored to needs. Strategic spending that buys you progress.
Flexibility & Fit Internal teams know the culture but may be limited in range. Some companies may be off-limits (past clients) High adaptability; embedded and agile. No company off limits. Flexibility with a side of real-time insight.
Alignment with Business Needs Deep context, but less market perspective. Depends on how well the firm “gets” you. Close collaboration = better alignment. Learn what you actually need by observing in action.
Consistency & Focus Depends on internal politics and staffing. Varies by firm — some firms juggle many clients. Dedicated attention to your search. Focused leadership, immediate impact.
Business Continuity Risk of a leadership gap. Risk of a leadership gap. Risk of a leadership gap. No gaps. Just momentum.

 

 

Interim CFOs: Flexibility for a Win-Win Strategy

If no one is CFOing during the CFO search, the limbo can “cost” the company in several unexpected ways. Pressure to fill the role may lead to choosing a less-than-ideal candidate. Teams (and KPI’s) drift. 

How can you adapt your search strategy to cover this risk? 

The good news is your company doesn’t have to experience the inevitable drift and downtime while searching for a new CFO. What we’re seeing is that an interim CFO for most clients isn’t just a stopgap—it’s a strategic choice.

Bringing in a seasoned interim CFO allows you to:

  • Adapt quickly: Plug gaps without rushing a long-term hire.
  • Bring in deep expertise: Need M&A experience? Restructuring finesse? Someone who’s actually been through a down round? There’s an interim for that.
  • Maintain momentum: Keep finance moving while you conduct a thoughtful, unhurried search.

Moving Ideas to Action

Take a moment and ask yourself:

Where could your financial leadership use a lift?
What kind of support would unlock the next level of performance for your business?

If your financial strategy or team needs some shoring up, based on our work with clients we’ve seen how strategic finance talent delivers.

Whether you need an interim leader, a fresh key hire, or support for the CFO you already have, we have the perspective and experience to help you.

Reach out today and let’s begin charting your course wisely, together.

 

 

 

Categories
Blog Thought Leadership

Does Power Deserve a Second Look?

Today’s polarizing headlines agree on one point: Power is inescapable. If we aren’t mastering it effectively, it’s likely that someone else’s agenda is taking priority. And not only in the political arena. Power in the workplace shapes hiring decisions, team dynamics, and leadership effectiveness.

Researchers from Wharton and Esade published research in 2024 that showed understanding power “politics” (their word) can foster stronger organizations and resilient leaders.

Traditional views of power often limit our ability to harness its full potential. What if we reframed our understanding of power to be more expansive, dynamic, and shared?

Larissa Conte, founder of Wayfinding, developed a framework of 36 dimensions of power, helped our team and community across Forshay to see power as a kaleidoscope—multifaceted, ever-shifting, and deeply personal.

The key question is, how do we recognize and use power in ways that strengthen, rather than divide, our teams?

 

Understanding the Kaleidoscope of Power

We are all familiar with how some (we’ll call them “old”) power structures revolve around hierarchy, authority, and control. But Larissa points out that this is only one lens. Her approach highlights power as relational, energetic, and deeply tied to self-awareness. Power isn’t just about position; it’s about presence. She calls it ‘Power that Serves the Whole’. She describes power as the capacity to move energy through systems in a way that benefits all parties involved, promoting aliveness, clarity, connection, and collective well-being. According to Conte, this form of power is about recognizing and utilizing one’s ability to influence systems positively, rather than exploiting or controlling others.

The Esade study aligns with this by showing that organizations thrive when leaders understand the nuances of power dynamics (i.e. workplace politics), not only in wielding power, but in how it is shared. One of their findings revealed that leaders who engage in power-sharing and collaborative decision-making see a 20% increase in team performance.

Is it time to challenge the old-school notion that power must be concentrated at the top to be effective?

 

Personal Journeys in Harnessing Power

There is no one-size-fits-all when it comes to power. Stepping into it requires self-awareness, experimentation, and sometimes, discomfort. Gianna Driver, former Chief People Officer at Lattice, puts it well:

“The most powerful people empower others. Power isn’t something to hoard but to understand, embrace, and share. Knowing your strengths, stressors, and what brings you joy is the first step in stepping into your power.”

Her perspective reminds us that power is deeply personal. It starts with self-exploration and grows through intentional practice.

The Power of “No”

One of the most underappreciated forms of power? Boundaries. Saying “no” isn’t just about declining—it’s about affirming where your power lies.

When you have clarity around your priorities and values, and then a power move is revealed that is in opposition…that is a big moment. You can’t unsee it.

Tracy Layney, former Chief People Officer of Levi Strauss & Co, shared how day to day decisions will reflect your power and priorities. “Even in not making a decision, you are in fact making a decision. Everything has an opportunity cost. When your decision is to say no, it is powerful because it provides clarity and opens up space to say yes to other things.” 

Gianna shared how a “no” in when to work reinforced a culture of respect in her team’s collaboration: “I had a direct report work a full day on PTO. I called him to ask why he felt this was important, and he agreed that the message of working on vacation was not what he intended to set for the team. He stopped working on that trip and never worked on PTO again.” 

Boundaries signal priorities, reinforce values, and create clarity. “No” can increase multiple aspects of power for yourself, and for others.

 

The Shadow Side of Power

History (and today’s headlines) show how power can be problematic. Psychologist Carl Jung popularized the concept of the human personality’s “shadow side,” the parts of ourselves we can’t or don’t want to recognize.

Conte and the Wharton/Esade study both emphasize the “shadow side” of power, where fears may lead to disempowerment rather than growth.  We’ve all witnessed (and experienced) the fear of losing power, losing influence, and how that can sometimes create a negative spiral of thinking. There is substantial research on how fear-based decision making is suboptimal.

The key is acknowledging when your fears are sabotaging your power, and talking about power openly in ways that explore the dynamics. When you out your fears, you can flip the script and use them as a power source.

Missy Ballew, Chief People Officer at Delinea, offers this perspective:

“There is power behind being underestimated. Early in my career, I was told to wear glasses to look older—I didn’t. I could have let it get to me, but I was determined to challenge myself to learn how to communicate, influence, and build credibility with those who were much more senior than I was. I often found myself as the youngest person in the room, so learning to shift that perspective early on served me well.”  

Gianna added: “In thinking about the shadow sides of power, there’s also the active effort it takes to ensure we’re sharing power, empowering others, and not over-powering those who haven’t yet fully stepped into their power.”

Understanding power’s pitfalls allows us to navigate it more effectively, ensuring it uplifts rather than oppresses.

 

The Role of Leaders in Power Moves

Leaders play a critical role in helping individuals’ step into their power. They create environments where people feel seen, heard, and valued…which ultimately leads to the growth of each person involved and to the organization’s impact and growth. One of the most powerful things a leader can do. Be reflective of how they are seeing and using their own power and expanding the power and impact of their teams.

“Hmmm… I think leaders help you understand yourself, enable as much as possible, and then believe in you as you fly,” Gianna shares. “Being bold and unabashedly yourself is how you differentiate.”

Are you ready for a Power-ful conversation? Whether you’re looking to strengthen your leadership team, power up your hiring, or evolve your culture for a more powerful outcome, we’re here to help. Reach out for a coffee chat (or walk and talk) today.