How to Add Value in a Treasury Team with Jan Beukes

Foreign. The most important for me is having a value and a service mindset as a Treasury function, as a predominantly a cost function in a lot of organizations. Make sure that whatever you do, you add value and understand where you can add value. If you end up with a Treasury function that effectively pays for itself you every year, that's golden. So make sure that people within the business also fully understand where you can assist and what you can do for them, making their lives lives easier. That's where you get by. It's not the silo approach of you just kind of running operations every day. You need to have that ability to get that complete view. I mean, that links into the engagement with business. You engage, you communicate. Everybody has clarity on what treasury is focusing on, where we can deliver value add, what's their requirements, making sure that the banks provide proper service to the group so that you get the maximum efficiency out of them. I often tell my guys, there's no superstars within multichoice Treasury. The treasury works because the entire team works. Everybody has a platform and an opportunity to give their voice and their opinion. So candor is a very big thing for me. People must be able be given that opportunity to give their view and opinion without fear. As soon as you enter an arena where people are too afraid to ask something or to speak, there's just no benefit around it. So even if they're just comfortable to do it within a Treasury space, I at least want to keep give them that opportunity. Get used to the type of conversations. If we need to have a hard conversation on a topic, then we've got it. But the team knows that it never gets personal and that's where you unlock value. Another thing that I'm very passionate about is not to micromanage. I don't like to be micromanaged and I don't like to micromanage. So I think as soon as you allow your staff the freedom to do what they need to do and also give them that sense that you trust them and you know they're going to deliver. You know, very important to make sure exactly that they know what is expected and when it's expected. I mean, there's so much benefits in terms of, you know, just seeing people grow, getting that confidence. You end up with a team where people are not constantly coming back and saying, is this okay? You know, I've done this. Yes, you can still provide guidance when required, but the level of kind of, you know, maturity and growth potential that you, that you give people and not micromanaging them, I mean, it's, it's just so vast. Yes, I would like to retain my team, and I'll do anything that I, that I can to make sure that they get opportunities. But my team also knows that if there's ever anything that comes across their path that looks quite interesting for, for them to pursue, or if they feel that, you know, that's a direction they want to go, go into, they've got my full blessing. I will only back them, whatever that that might be. So, you know, it's, it's that sense of, yes, we, we're a bunch of guys working together in a corporate structure, but you, you get a lot more kind of personal and, and close.