May Editors Alley – Finding the Time for Development

I participated in a panel discussion on rethinking financial reporting and potential applications for Artificial Intelligence (AI) in public finance with some remarkable individuals. I listened to interesting conversations on how to attract new employees into our great profession. And, I connected in person with other CSMFO members who were in attendance as well as public finance folks from all over the U.S. and Canada. All in four days! Special thanks to our Executive Director, Jean Rousseau and CSMFO President, Rich Lee for planning and hosting an excellent networking event for CMSFO members on Sunday night at The Evergreen event space in Portland.

I have to be honest with you all – it was not a convenient time to leave town and I made lots of excuses for why I shouldn’t go to GFOA this year before finally booking the conference. I mean, flying is a pain these days, it’s right smack in the middle of budget season, and I don’t want to create any extra work for my team in the office and my husband at home. Sound familiar? Those nagging thoughts always seem to make us pass on opportunities to learn, grow, and connect in order to maintain the day to day routine at home. And yes, now I’m trying to squeeze three days’ worth of work into two hours at PDX, but I don’t think I would do anything differently. Because how often do we regret the opportunities we take versus the opportunities we pass up?

This whole thought process makes me wonder if this is how my staff is feeling when similar opportunities come their way. We are fortunate to have a healthy training budget in my department which we utilize to the fullest, and I frequently pass along great training offerings and encourage my staff to attend. But as a leader, am I eliminating the roadblocks for them to take advantage of these learning and networking opportunities? Do they feel the pressure to stay home and handle business instead of fostering their own development? Is my training budget reaching everyone or just those who ask?

As we move into a new fiscal year with brand new training budgets, here are some things I think we should all consider when planning training schedules for the coming year.

• Allow for in person networking opportunities. Yes, virtual training is cheap and convenient, but it does not always provide opportunities for your staff to make connections outside your organization. We can’t afford to fly everyone to GFOA, but we can take some folks to a CSMFO chapter lunch or sign them up for an in-person class close to home. Really strapped for cash, but want your staff to get out and network? Consider CSMFO’s Cohort Program! It’s all online and was a major lifeline for me as I took on a new role during the Pandemic.

• Focus on the who as much as the what. Are the same 2-3 people going to every conference every year or are we spreading out those opportunities amongst our staff? When my department develops our training budget, we not only list the conference and course titles, but also the employees who will attend, with a focus on inclusivity. Yes, seniority matters to some extent, but putting the most resources towards the folks that are theoretically the furthest along in their career development makes no sense. Don’t make your newer folks wait around for someone to retire or promote before they can experience the conferences and trainings those of us in the latter stages of our careers take for granted. If that means one less manager gets to travel so that your new folks get some development opportunities, so be it. All of our employees should know they are valued, and we need to invest in them now if we want them to stick around for the long haul.

• Don’t limit training to immediate job duties. Not every training needs to be directly related to a person’s current position. Maybe that Payroll Tech has a knack for accounting or that Buyer wants to understand the budget process better. Cross training helps employees gain different perspectives within their organization and provides potential opportunities for job transition and growth. And make sure you focus some training on the soft skills too!

• Don’t forget about your clerical staff. We all know an Account Clerk with a great attitude or and incredibly organized Executive Assistant that you know is capable of more if they were willing to take on some extra training. Give them that opportunity. Yes, you may have to scramble for phone coverage or find someone to cover their daily tasks on occasion, but the returns could pay dividends. Your next great Analyst or Manager may be right there in front of you!

• Meet people where they are. There are going to be folks with situations at home that prevent them from travelling or for whom networking is their worst nightmare. Make sure they know they are valued and continue to offer opportunities, but don’t force it. Whether its online or on the job training, you can find ways to give them the tools they need to be successful.

As a Finance Director, it is my responsibility to not just meet the demands of today, but to prepare my department and my agency for the future, and staff development and training will be a major component of our success. As leaders, we must set the example by continuing to make time for our own development and clear a path to allow our valued employees to do the same. And for those who are early in your career, I encourage you to seek out these opportunities to learn and grow whenever possible. A great place to start is the CSMFO Master Calendar that offers a huge variety of in-person and virtual training courses for members of all levels and areas of public finance. You can find the link right here or on the CSMFO App under “Events”. Sign up today!