In recent years, finance chiefs must think of themselves as “executive first, and CFO second,” Rob O’Donohue, a VP and analyst at Gartner, said during the firm’s annual CFO and finance executive conference on Tuesday at National Harbor in Maryland. That means CFOs are now expected to think beyond their primary roles and drive cross-functional initiatives, he said.

From my seat, I could see many in the audience nodding in agreement with his statement.

Data from annual growth surveys finds that, since 2022, every C-suite role has become increasingly responsible for enterprise-wide projects, according to O’Donohue. There’s an “executive dilemma” that’s raising the bar for what it means to excel at the top, he said.

This expanded remit comes at a cost. For example, many executives are leaving their roles in search of positions that better support their health, he said. And CFO turnover is on the rise. But there’s hope, according to O’Donohue.

Despite these challenges, some leaders are successfully raising the bar. What are their secrets? Based on his research and interviews with executives, he offered five key strategies that set high performers apart—often requiring some CFOs to step outside their comfort zones.

Be the ‘darling’ colleague

Research shows that CFOs are often the most trusted advisors to CEOs, more so than any other C-suite member, O’Donohue said. High-performing executives proactively support their peers, offering counsel and helping others build financial acumen. By helping colleagues better quantify value—whether it’s ROI, cost savings, or revenue impact—CFOs can strengthen the entire leadership team, he explained.

Augment yourself with AI

Ninety-seven percent of CEOs expect executives to leverage AI, yet only about a quarter of C-suite leaders are proficient with generative AI tools, according to Gartner survey results. High performers don’t just delegate AI adoption—they roll up their sleeves and experiment themselves, O’Donohue said. Whether it’s using AI for creative brainstorming, accelerating early-stage work, or drafting board updates, leaders who embrace AI free up time to focus on more human-centric leadership.

Become socially savvy

The skill requirements for C-suite roles have shifted dramatically since 2008, with a growing emphasis on communication, collaboration, and emotional intelligence, O’Donohue explained. Research shows digital transformation initiatives are far more successful—71% versus 50%—when executives partner closely with peers, especially between CFOs and CIOs, he said.

Foster a ‘worthy rivals’ mindset

High-performing teams aren’t afraid of healthy competition, O’Donohue said. Instead, they create a culture where C-suite members challenge each other openly, provide honest feedback, and share a common goal. Data shows that executives in top organizations are significantly more comfortable raising difficult topics, asking for help, and treating mistakes as learning opportunities.

Achieve balance by maximizing time

Perhaps the hardest secret to master is balance, O’Donohue said. Leaders face a constant tug-of-war between “time maximizers”—activities that add value—and “time thieves” that drain productivity. One common culprit: the open-door policy, which can unintentionally lead to endless interruptions.

The definition of high performance for executives is no longer about mastering a handful of habits. Now it requires elevating peers, embracing AI, honing social skills, fostering healthy rivalry, and fiercely protecting time.

Sheryl Estrada
sheryl.estrada@fortune.com

Leaderboard

Geoffrey Porges is stepping down as CFO of Schrödinger (Nasdaq: SDGR), a software platform for drug discovery and materials science, to pursue other opportunities. Richie Jain, who previously served as Schrödinger’s SVP of strategic finance and head of corporate and business development, will succeed Porges as CFO. Jain joined Schrödinger from Morgan Stanley, most recently serving as a managing director in the health care investment banking and mergers and acquisitions departments. 

Joel Pitz as EVP and CFO of Principal Financial Group (Nasdaq: PFG), effective immediately. Pitz steps into the role after 30 years with Principal. Pitz succeeds Deanna Strable, who was named president and CEO in January 2025. Pitz served Principal as SVP and controller before he was appointed as interim CFO. Before taking on the role of controller, he served as the CFO for international businesses.

Big Deal

Deloitte has released its Tax Transformation Trends 2025 report. The research finds that multinationals with revenues over $750 million are navigating everything from evolving regulations and geopolitical shifts to technological advancements like AI.

Some of the key findings include tax leaders prioritizing granular data to meet regulatory demands such as the OECD's Pillar 2. Outsourcing is considered vital for cost reduction, with 81% of respondents deeming it crucial. Meanwhile, 45% of leaders are focusing on AI adoption.

The findings are based on insights from 1,000 tax (70%) and finance (30%) leaders across 32 countries.

Going deeper

"European bank UBS is seeing strong demand for AI-generated video avatars of its analysts" is a new Fortune report by Prarthana Prakash

From the report: "UBS Bank is creating videos featuring realistic AI versions of its analysts to share with clients, in addition to the research notes it disseminates. The Swiss bank started the project at the beginning of this year and wants to ramp up the use of AI to assign its analysts more productive projects. The video undertaking, done with OpenAI and Synthesia models, already has the buy-in of over 36 analysts (out of 720, per UBS’ website) and plans to roll out the capability globally, UBS told Fortune."

Overheard

“My own inspiration is a plaque on my wall that says, if your dreams don’t scare you, they’re not big enough. And I used that when I was trying to become CEO of Accenture.”

—Accenture CEO Julie Sweet said at the Fortune Most Powerful Women Summit in Riyadh on Tuesday. Before joining the $199 billion market-cap tech giant Accenture in 2010 as general counsel, Sweet spent a decade as a partner at Cravath, Swaine & Moore. In 2019, she became the first woman appointed to the CEO role at Accenture.