The financial supervisor is not only the leader of the financial department, but also the big housekeeper of a unit. To be a good financial supervisor, you should not only have certain knowledge of accounting theory, but also master certain working skills and skills. First, handle the relationship between all aspects of financial work. 1. Respect and assist the unit leaders. The financial department is a functional department of a unit. Without the trust and support of the leaders of this unit, it is difficult to move. In order to gain the trust and support of the leaders, the financial director should not only emphasize what the leaders should do, but should start from himself first. We should pay attention to the following tasks: First, actively cooperate with and support leaders, be good staff officers and assistants, and actively publicize national principles and policies and relevant financial laws and regulations, so that leaders can understand the importance of financial management and financial work, and then attach importance to and support financial work. Secondly, we should ask for more instructions and report more, often report the financial situation of our unit, and put forward suggestions for improvement for leadership decision-making. Thirdly, when participating in the decision-making on major issues, if your opinions are inconsistent with those of the leaders, except for major violations of discipline, don't easily move out of the system to argue with the leaders or complain to the superiors. The correct attitude is to clarify the truth, state the pros and cons, and let the leaders adopt their own opinions. If the leader does not change the original decision, as long as it is made within the scope of authority, it should be implemented; Problems can be reported to superiors through normal channels, but not duplicity. 2. Strengthen contact with superior departments and external economic supervision departments. Financial work is a policy-oriented work, and it is also important to actively seek the support and help of higher authorities and relevant departments such as finance, taxation, auditing and banking. To this end, we should take the initiative to strengthen contacts, enhance mutual understanding, and obtain the support and help of the above departments in our work. With their help, some problems that are difficult to solve in our unit will become easier to solve. 3. Care, love and help colleagues in the unit. Pay attention to the growth and progress of financial personnel in this department and its subordinate grass-roots units, help them improve their business level, actively recommend financial personnel with both ability and political integrity to key positions, make them become business backbones as soon as possible, and respect their unique opinions; Stimulate their work enthusiasm through praise and reward. They should help solve the difficulties in their work and take the initiative to take responsibility for them when they make mistakes. Be enthusiastic and active to colleagues who come to handle affairs, provide more convenience, explain clearly whether they can handle it, and give feedback to each other whenever they do anything. When arranging work in this department, we should stress methods and policies, avoid detours as little as possible, and don't blame and criticize others at will. 4. Strengthen cooperation with functional departments and financial departments of other units. The financial department should not put itself above other functional departments of the unit, but should cooperate with each other and do a good job in cooperation. What other functional departments need to know, as long as it is not confidential, should be as convenient as possible when the system allows. When contacting the financial departments of other units, you should inform the other party in advance and make corresponding preparations. In the work, we should communicate with each other, learn from each other's strengths, abide by the system, adhere to professional ethics, be honest and trustworthy, and safeguard their respective reputations. Second, properly resolve contradictions in the work. Financial work involves every department and employee of the enterprise, and there are many problems to be solved. It is impossible to work without contradictions, and it is unrealistic to avoid contradictions. The correct way is to grasp the main contradiction among many contradictions, take it seriously and solve it. The most common contradictions in financial work are: 1. The contradiction between supply and demand of funds. Enterprises are production and business units, and they should have certain material reserves and production funds. Enterprise material reserve and product production departments want to occupy as much capital as possible, while financial departments want to occupy as little capital as possible in order to speed up capital turnover, save reserve funds and reduce interest expenses. This will inevitably lead to the contradiction between supply and demand of liquidity. In order to catch up with advanced production technology level and improve productivity, technical departments need to invest in advance, which leads to the contradiction between technological transformation demand and investment ability. In addition, there is also a contradiction between supply and demand of funds for employees' requirements in terms of wages, housing and welfare. How to deal with these contradictions? To this end, the financial supervisor should go deep into the actual investigation and study, grasp the main contradiction, clarify the relationship between supply and demand of funds, guide patiently, put himself in the demand side's shoes, imagine for the demand side, and solve the problem objectively and fairly. 2. The contradiction between rationality and legitimacy. Rationality and legitimacy are relative, and legitimacy is generally reasonable, but in special circumstances, rationality and legitimacy are contradictory. For example, people engaged in the investigation of aquatic cultural relics often have to coordinate with farmers and pay appropriate labor fees, settlement fees and cargo handling fees, which are usually reimbursed in the form of IOUs. From the financial system, IOUs cannot be reimbursed, but in fact these expenses are reasonable. Some units that treat guests to dinner beyond the standard can be reimbursed as long as they issue large catering invoices, which is legal in form but unreasonable in fact. In this regard, accountants, especially accountants in charge, must deal with these contradictions dialectically and objectively, and give full play to the functions of supervision, control and management of accounting. Third, we should be good at grasping the complex financial work of major events. As a financial supervisor, you can't be meticulous and do everything yourself. The ultimate goal of financial work is to do more with less money and improve economic efficiency. The chief financial officer's basic duty is to make suggestions for this. Therefore, in addition to improving the performance appraisal and responsibility restraint mechanism, we should also concentrate on participating in business decision-making, improve our business ability in the constantly competitive market economy, work hard on economic feasibility research and analysis, and play the role of chief financial officer's staff and assistant.