What happens when you’re working with a Chief Financial Officer that refuses to embrace the modern ways that healthcare is changing? If you’re a mid-level leader or financial professional working in an FQHC, navigating your position can be challenging, especially if your CFO prefers old-fashioned methods. This kind of environment can feel limiting when you’re eager to push forward with modern approaches and excited about the ways technology and new programs can impact the health of your community. Balancing respect for traditional practices with the need for innovation is tricky but essential if you want your FQHC to thrive. Today we’re exploring some practical tips for moving your FQHC forward, even when your CFO sticks to their old ways.
If your CFO is more traditional, understanding their perspective is the key to working with them successfully. These leaders often rely on conventional methods they’ve seen work in the past. They may be resistant to change and prefer established practices over new innovations. This reliance on the familiar doesn’t mean your CFO is trying to keep your organization from growing and changing. Usually, it comes from a place of security and a deep love for their team, their community, and their programs. New technology and evolving industry standards can feel like a threat to an old-fashioned CFO who only wants to protect their FQHC and continue to provide services in ways they know work.
However, an aversion to adapting slows down the adoption of new technologies, policies and methods, which could cause your organization to fall behind. Understanding these dynamics helps you work with your CFO from a place of empathy and practicality.
Resistance to change is common, especially in organizations with a traditional mindset. As we mentioned, it’s important to understand the reasons behind this resistance. It could be fear of the unknown, concerns about costs, or attachment to familiar routines. Addressing these concerns is key to overcoming resistance.
The importance of creating a solid relationship with your CFO cannot be overstated. Good communication and mutual respect are essential! Start every interaction with your CFO with respect – even the interactions that you know will result in disagreements. As you work together on new projects and make suggestions for adopting modern methods, make an effort to find common ground and focus on your shared goals. Remember that you’re both working towards the growth of your FQHC and the health of your community.
Regular and effective communication also helps build trust. When presenting new ideas that may challenge traditional methods, use data and evidence to support your proposals. Encourage questions and dialogue and be ready and willing to address questions and concerns that may require additional research or even repetition. Patience is key here, and will help your relationship with your CFO grow! Highlight the benefits of new ideas and procedures without undermining your current practices and suggest piloting new initiatives on a small scale to get your leadership comfortable and troubleshoot any potential challenges.
Dealing with an old-fashioned CFO can be tough, especially if they’re stuck on outdated financial techniques. They might prefer manual accounting processes and resist automation. This focus on cost-cutting over strategic investments can hold back the organization. To modernize financial management, introduce the benefits of modern financial software. Advocate for small, incremental changes and emphasize the importance of data-driven decision-making. For example, streamline billing processes with new software or implement more accurate financial reporting methods.
As a mid-level leader, you have more influence than you might think. Your role is crucial in driving change within the organization. Start by building a coalition of support among your peers and other departments. Talk to others and try to understand challenges they’re facing and what new technology or procedures they are interested in exploring. Collaborating and listening means you’ll have a wider network of support and greater buy-in as you advocate for exploring the latest best-practices with your CFO. Lead by example by implementing small-scale improvements within your team. Share your successes and lessons learned with the CFO and other leaders – showing your wins and the ways your team overcomes challenges helps build trust and confidence in modern procedures.
Continuous learning and professional development are also important. Staying updated on industry trends and best practices will help you bring fresh ideas and perspectives to your organization, along with the knowledge and understanding to back up your ideas.
Balancing tradition with innovation is essential for the success of your FQHC. Working with an old-fashioned CFO may feel frustrating at times, but leading with respect and data-driven suggestions can help you merge classic techniques with modern best-practices. It takes patience, persistence, and adaptability, but the rewards are worth it. As a mid-level leader, you play a vital role in advocating for positive change and ensuring the future success of your FQHC!
