Role profile library
Predefined role profile
Financial managers and directors
The behaviours this profile measures, drawn from the great{with}talent job library and occupational research. Download the full competency-based interview guide to assess them.
The full interview guideCompetency-based questions, follow-up probes and a 1–5 rating form for each behaviour — ready to print or run on screen.
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Behaviours assessed — 5 priority competencies
1
Making Sound Business Judgements
Makes sound decisions and commits to action based on the evaluation of complex information and consideration of alternative scenarios. Quickly cuts through the detail to identify the real issues, develops contingencies to deal with unexpected issues as they arise
Why this matters for Financial managers and directors: CIMA Strategic Level + ICAEW SBM + ACCA SBL all centre on judgement under uncertainty, risk and control. Finance leadership runs on calls made on imperfect information with material commercial consequences — investment, hedging, going-concern, audit opinions, working capital structuring. Position 1 reflects the core craft.
2
Understanding the Commercial Context
Stays informed of trends and changes in the wider market place in which they operate. Identifies commercial business opportunities and takes action to realise these. Considers the longer-term implications of decisions
Why this matters for Financial managers and directors: All chartered finance bodies (ICAEW, CIMA, ACCA) name commercial acumen explicitly. The finance manager translates business strategy into financial implication and back — investment thesis, scenario modelling, P&L sensitivity, capital allocation. Finance leadership without commercial understanding is bookkeeping at scale.
3
Effectively Executing the Task
Translates strategic goals into clear objectives and plans. Focuses on key priorities and ensures these are clear to others. Delivers high quality outcomes to time and budget. Regularly reviews progress and ensures appropriate risks and controls are in place
Why this matters for Financial managers and directors: Finance management runs on delivery to cycle — monthly close, quarterly board, annual budget, year-end, audit, regulatory filings (RTI, VAT, statutory accounts, SOX where applicable). CMI 'executing operational delivery'. The cycle is non-negotiable and often parallel-streamed.
4
Leading the Way for Others
Creates a clear and compelling vision of the future, devolving accountability for delivery to the right level whilst offering appropriate levels of support. Drives performance through regular, honest feedback and by building a climate of openness and trust
Why this matters for Financial managers and directors: Finance team leadership — devolving accountability through controllers, qualified accountants, FP&A, treasury, internal audit. Named across CMI / CIMA management content / Senior Leader Standard. Finance teams are technically deep and require leadership that combines authority with development support.
5
Handling Pressure
Remains calm and in control under pressure, staying focused on delivering results. Stands their ground when challenged and maintains a positive outlook when faced with setbacks.
Why this matters for Financial managers and directors: Year-end, audit cycles, regulatory deadlines (HMRC, FRC, FCA where applicable), board pressure, FD personal liability for signing accounts. Sustained pressure is a defining feature of senior finance roles and is amplified at FD/CFO level.