Beyond the Numbers: The Human Side of Treasury

Yet across organizations, many of these people quietly leave – not because they lack resilience or skill, but because something deeper fades: engagement, connection, and trust.

During my 30-year career in Treasury, I have seen this happen many times – and I have experienced it first-hand. There were moments when the structure, pace, and constant demand for precision that define our profession started to drain the meaning out of the work. You keep performing, but it becomes mechanical. The purpose that once energized you starts to fade.

According to Gallup’s 2025 State of the Global Workplace, only 13% of employees in Europe describe themselves as truly engaged at work. Nearly nine out of ten feel emotionally detached. McKinsey’s research adds that 79% of disengaged employees are likely to leave within a year – not for higher pay, but for a workplace where they feel recognized, trusted, and supported.

In Treasury, the pressure to be accurate and in control is immense. Mistakes can be costly, so we build processes around vigilance. But over time, that control mindset can become cultural. When leaders equate “good management” with micromanagement, people feel constantly monitored and second-guessed. Even top performers start to shrink their initiative and creativity. It’s not lack of ability that pushes them out – it is fatigue. Micromanaging and over-controlling do not just limit efficiency; they wear people down emotionally.

The irony is that most Treasury professionals do not leave in anger. They leave quietly, often still performing well until the end. But inside, they are disengaged. They have stopped feeling connected to purpose – or to the people leading them.

 So, what actually helps increase engagement in Treasury?

1. Trust and autonomy.
People thrive when they feel ownership over their work. Delegating responsibility – not just tasks – builds confidence and accountability.

2. Recognize contribution, not just correction.
In Treasury, success is often invisible – stable cash flow, no surprises, smooth month-ends. Yet behind that stability is hard work and foresight. Make it a habit to acknowledge consistency and quiet excellence, not only visible wins or problem-solving moments.

3. Opportunities to grow.
Rotations, digital transformation projects, and external exposure keep experienced professionals challenged and inspired.

4. Open communication and psychological safety.
Teams where people can raise issues early make better, faster decisions. Respectful dialogue prevents both risk and resentment.

5. Purpose and meaning.
Connect day-to-day Treasury work with its larger purpose – safeguarding liquidity, protecting jobs, and ensuring financial stability. People engage when they understand why their work matters.

6. Balanced leadership energy.
Leaders set the tone. Calm, clarity, and consistency build trust; emotional distance breeds fear. People do not follow titles – they follow presence.

Engagement in Treasury does not come from slogans or perks. It comes from leadership that values precision and humanity – from workplaces where people are trusted to think, not just execute.

After three decades in this profession, I have learned that good people rarely leave because of the work itself. They leave when the human environment stops supporting the best of who they are. If we want to build resilient teams, we need to look beyond the systems – and start investing in what truly sustains performance: trust, recognition, and purpose.