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Box 1354 St. Louis, MO 63188 Voice: 314-771-0200 Fax: 314-771-0300 To submit news, contact: editor@slfp.com To advertise, contact: advertising@slfp.com Survey Finds Time Management Growing Challenge for Executives ST. LOUIS (PRNewswire), October 22, 2006 - Despite technological advances designed to streamline workloads, chief financial officers (CFOs) still find balancing their schedules difficult, a new survey confirms. Nearly half (46 percent) of CFOs polled said time management is the greatest challenge for financial executives today, up from 36 percent five years ago. Keeping pace with technology ranked second, with 22 percent of the response, versus 27 percent in 2001. The survey was developed by Robert Half Management Resources, the world's premier provider of senior-level accounting and finance professionals on a project and interim basis. It was conducted by an independent research firm and includes responses from 1,400 CFOs from a stratified random sample of U.S. companies with 20 or more employees. CFOs were asked, "In your opinion, which one of the following is the greatest challenge for financial executives today?" Their responses: Time management 46% Keeping up with technology 22% Staying current with accounting regulations 17% Achieving work/life balance 13% Other 1% Don't know/no answer 1% "In addition to managing core fiscal functions, many financial executives also have operational responsibilities, board activities and compliance-related duties that consume much of the day," said Paul McDonald, executive director of Robert Half Management Resources. "These obligations make it challenging to prioritize competing demands." McDonald noted that while technological devices such as cell phones, laptops and wireless handhelds are designed to streamline and simplify an executive's life, they often end up doing just the opposite. "These tools make it easier to communicate, but they also make it harder to disconnect from the job," he said. "Periodic breaks from technology may allow executives to work free of interruption and have time to recharge." Speak Up, Get Noticed, Climb the Ladder ST. LOUIS (PRNewswire), October 22, 2006 - It's a skill all managers need to be successful. Those who do it well become indispensable, and can earn choice assignments or promotions. But just what is managing up? "Managing up is the ability to communicate up the chain of command," says Sharon Daniels, CEO of international training and consulting firm AchieveGlobal. "Today's top leaders need timely, accurate information from their managers in order to decide what's best for the business." For example, a sales director needs to update senior management on forecasts and competition, or relate challenges facing the team. Another level of managing up, often referred to as "leading up," involves sharing ideas with the boss. While leading up can be more challenging, the payoff is significant, says Daniels. Providing insightful feedback and ideas to senior leadership can position managers as thought leaders, paving the way for career advancement. Today, leading and managing up are even more critical, with senior managers overseeing larger numbers of employees representing multiple functions. What's more, many organizations have become less hierarchical, placing more responsibility on the frontline manager for providing the right kind of information and feedback to senior leadership. "With a fast-paced environment and so many people involved, leaders really do depend on that collaborative relationship and frank discussion about what the business needs in order to succeed and grow," Daniels says. So, how does one manage up successfully? It starts with the establishment of a good working relationship with the boss. Sometimes a supportive manager will clearly articulate goals and direction for new supervisors. However, recent AchieveGlobal research with major organizations in the United States and abroad indicates that many new supervisors start out without such support. Many reported a need for clearer direction, or more insight into the company's strategic goals. Advises Daniels: ask your manager about expectations and objectives at the outset. Find out about their work style. Ask what decisions they like to be involved in, what information they want and how they prefer to receive it. "Even if you've been around for a while, it's wise to have this conversation," she says. And remember, managing up is partly about timing. You don't always know the environment you're walking into, although that shouldn't stop you from being able to contribute. "I don't know a boss in the world who likes to be caught off guard," says Daniels. "Most managers appreciate this kind of relationship. If you've established the guidelines and choose appropriate times to communicate, you'll be more likely to get the results you want." Archived: Most Young People Entering the U.S. Workforce Lack Critical Skills Essential for Success Top Job Interview Mistakes, and How to Avoid Them Survey Reveals Gap Between Expectations and Results in Sales Compensation Management Majority of Workers Favor Health Benefits Over More Pay Lower-Level Employees Use Vacation Time, While Managers More Likely to Take Long Weekends Millions of U.S. Women May Run Out of Retirement Savings This Labor Day, Six Million Americans Are Planning an Exodus From Corporate Life Got the Labor Day Blues? Maybe You Need A New 'Blueprint' for Growth Lack of Company Knowledge Biggest Interview Mistake Most Employers Report Plans to Increase Hiring in September Women-owned Firms Increase Nearly 20 Percent Be Prepared for Pre-Employment Testing More Women Choose Business Ownership to Gain Control, Flexibility and Family Time St. Louis Takes the Lead in Training Service Disabled Veterans in New Technologies Telecommuting Part-Time Is Ideal Work Situation    The Saint Louis Front Page is owned and maintained by the Moore Design Group for the sole purpose of disseminating news and information about the Metropolitan Saint Louis area. Text or graphics may not be copied, rewritten or distributed in any manner whatsoever without written permission. For more information, contact editor@slfp.com All rights reserved world wide © 1996 - 2008 Moore Design Group .