Building Resilience in Treasury Teams: Creating a Culture Ready for Change

Written by:

Jessica

In treasury, we’re no strangers to pressure. Whether it’s dealing with sudden market volatility, tackling liquidity crunches, or adapting to new regulations, the only constant in our world is change. And let’s face it, some of these changes hit us harder than we’d like.

But here’s the thing: resilience isn’t just about surviving tough times; it’s about thriving in them. It’s about building a treasury team that doesn’t just react to change but leans into it, ready and willing to adapt. How do we do that? By cultivating a change-ready culture, one where flexibility, learning, and teamwork become second nature.

Here’s what I’ve learned about making that happen.

1. Accept that change is here to stay

Let’s be honest how often do we roll our eyes at yet another “organizational shift” or “new system rollout”? Change can feel overwhelming, but the sooner we accept it as a part of our daily lives, the less daunting it becomes.

In my experience, the first step is talking openly about change. Instead of avoiding difficult conversations about potential risks or disruptions, bring your team into the loop early. I remember leading a treasury team through a tough liquidity squeeze during the pandemic. The turning point for us wasn’t just the strategy we implemented; it was the transparent conversations we had as a team. Everyone knew the stakes, and that sense of ownership made all the difference.

2. Keep learning always

Treasury isn’t the same as it was even 5 years ago. Automation, artificial intelligence, and digital tools have transformed how we work. Keeping up can feel like drinking from a firehose, but it’s essential.

The most resilient treasury teams I’ve worked with are the ones that never stop learning. Whether it’s attending conferences, getting certified, or even just watching webinars, staying curious is non-negotiable.

For example, when my team adopted a new cash forecasting tool, we were skeptical at first (who isn’t a little wary of new tech?). But after a few training sessions and some hands-on practice, we realized how much easier it made our jobs. That shift from resistance to excitement, came because we committed to learning and gave ourselves the time to adapt.

3. Break down silos

Treasury isn’t an island. We’re connected to nearly every department in the business, from procurement to sales to accounting. Yet, it’s so easy for us to fall into our own little bubble.

Breaking down those silos is key to building resilience. I’ve seen this firsthand. In one role, we faced a serious cash flow issue that couldn’t be solved by treasury alone. It took sitting down with procurement to renegotiate payment terms and collaborating with sales to speed up collections. That teamwork didn’t just solve the problem, it strengthened relationships that made future challenges easier to tackle.

The takeaway? Building bridges now makes us more resilient later.

4. Take care of your people

Let’s talk about something we don’t often address in treasury: stress. This field isn’t easy, and the mental load can weigh heavily on even the most experienced professionals.

One thing I’ve learned as a leader is that resilience isn’t just about processes, it’s about people. Supporting your team emotionally is just as important as equipping them technically.

A small gesture that worked wonders for my team during a particularly hectic quarter was creating a “stress board” in our office. People would anonymously share their challenges or coping strategies, and it became this safe, supportive space. It reminded us we weren’t alone and that we had each other’s backs. We also engaged in quarterly bonding sessions to build relationships outside the office environment.

5. Stay agile

Treasury teams thrive when they can pivot quickly, whether it’s adjusting to currency fluctuations or reacting to unexpected market shocks. Agility isn’t just about moving fast, it’s about moving smart.

For me, agility starts with the basics: having scalable systems, clear contingency plans, and empowering team members to make decisions without getting bogged down in bureaucracy. I’ve seen firsthand how being proactive rather than reactive can save the day.

I’ll never forget a time when an unexpected regulatory change turned our hedging strategy upside down. Instead of panicking, we pulled out our contingency plan, adapted it, and were able to minimize the impact. That ability to pivot didn’t happen overnight, it came from years of practicing flexibility as a team.

6. Lead with purpose

At the end of the day, resilience comes from knowing why we do what we do. Treasury isn’t just about managing cash, it’s about enabling the business to grow, protecting it during downturns, and creating opportunities for the future.

When I make the connection between our day-to-day work and the company’s broader mission, I see a spark in my team. Suddenly, reconciling accounts or analyzing cash flow isn’t just another task, it’s a way to drive real impact. And when tough times hit, that sense of purpose keeps us going.

In conclusion

Building a resilient treasury team isn’t about waiting for the next crisis to test your strength. It’s about creating a culture where change isn’t feared but embraced, a culture where your team is equipped, emotionally and technically, to handle whatever comes their way.

I’ll leave you with a quote that’s guided me throughout my career:
“Resilience is not about avoiding the storm. It’s about learning to dance in the rain.”

In treasury, we’re not just rain dancers; we’re storm navigators. And when we build teams that are ready to adapt, innovate, and collaborate, there’s no challenge we can’t face.

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