The transition to leadership
Dina Dublon, former chief financial officer of JPMorgan Chase & Company, explains how to make the transition from management to leadership.
I was given the title of CFO when I was already treasurer of the organisation. When I first got the title, there was no immediate change in my responsibilities: it took about another six months for management to feel comfortable in actually changing my authority to reflect what the title entailed. But I came to realise, after the title change, that I was being sought after for my opinion in a way I had not been before, and that I was also being listened to with very different ears than had previously been the case. So I was talking to much larger audiences, more frequently, both inside and outside of the company.
As a leader, I was now moving away from just focusing on specific outcomes to a much more long-term vision that included influencing behaviours and influencing values. This was a type of vision I hadn't previously experienced. As manager of a much smaller group, the experience had been one of being insulated and isolated, with colleagues being more careful in sharing what was going on.
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