Treasurer

“Only if we understand can we care. Only if we care will we help. Only if we help shall they be saved.”
—Jane Goodall

Role description

The Treasurer ensures agreed processes are followed, documents are accurate and updated, quality is maintained, finances are documented, fair and accountable and legal issues are squared off.

The Treasurer ensures there is a full audit trail and that records of meetings, agreements and resolutions are accurate and readily available.

 

Treasurers are practical and productive individuals. They are conscientious and can be relied upon to complete tasks systematically. They are dedicated and responsible, and are cooperative and supportive as long as others are working within the accepted guidelines. They tend to be critical of others whom they suspect may be working against those guidelines.

The Treasurer does not want to play power games or create friction, and is accomplished at gaining the maximum personal benefit from organisation-based infrastructure. Their tolerance is generally high as long as people are doing their best and are not trying to challenge procedures, and they respect those who understand and follow those procedures.

They approach tasks in a methodical manner and once started on a project will persist until it is completed. They accept change willingly as long as there is a point to the change. New ideas and projects appeal to them but they become frustrated if there is no structure or plan to follow. Their challenge is to achieve set goals.

A Treasurer will want to exert influence over illogical or unstructured people. They are very disciplined, especially with themselves, and their expectation will be that staff and colleagues are similarly disciplined. They will not naturally delegate but will want ‘to do it right themselves’.

They do not enjoy competition in the workplace. Their motivation lies more in achieving specific tasks than competing with others. They are more likely to compete with themselves by setting their own performance criteria and then striving to achieve these expectations.

The Treasurer needs to be able to see their own success rather than feel it. They often aspire to being a small cog in a big wheel rather than a big cog in a small wheel. They are much more interested in the here and now than the future so will tend to take the vision of others and make it practical.

A Treasurer has an excellent ability to process complex, detailed data. Once a project is started they will persist until it is completed. They approach tasks in a methodical and patient manner. They will memorise facts and figures with no difficulty. They enjoy being able to store information and retrieve it efficiently. A Treasurer is willing to supply facts and provide analytical solutions and lateral suggestions. As their name suggests, they are excellent at analysis.

The Treasurer copes with stress in the same way they cope with everything else. They will consider the facts, analyse them and take a logical course of action. Their ability to think laterally enables them to find solutions to problems.

They tend to resolve conflict by focusing on the task and what needs to be achieved, rather than the individuals involved. Again, their skill for providing lateral solutions and ideas enables them to dissipate conflict effectively. Their judgement can be relied upon because it is balanced and even-handed.

A Treasurer is generally quiet and unassuming. They have a calming effect upon others and can be relied upon to bring stability to those around them. Relaxation for a Treasurer, however, is often a high-energy, high- stress activity. At play, the Treasurer will show their competitive side, pitting their physical prowess against the opposition. Treasurers enjoy sport and make good team members.

They are most confident when they understand exactly what is happening around them. As a leader, they will be firm but fair. They will create rules and procedures and ensure others adhere to them. They are capable of reprimanding or dismissing staff.

A Treasurer has a practical, down-to-earth communication style. They will systematically discuss facts and topics and will tend to keep the discussion balanced and in perspective. A Treasurer will have an excellent ability to spell, punctuate and edit. Their written and verbal communication will be structured and information-based. Despite a keenness for structure, a Treasurer can be spontaneous. They will enjoy starting new projects but will insist on working to an ordered and structured timetable.

What you see is what you get with a Treasurer. They are unlikely to deceive or exaggerate. A Treasurer is principally a conservative and loyal individual. They don’t respond well to being pressured, preferring to work at their own pace. They have an excellent eye for detail. They are often able to highlight issues that others may overlook.

Treasurers are at their most formidable when they are sorting, categorising, analysing and problem-solving.

If not present in the team

There are no records of meetings or decisions and there is no audit trail. There is no group learning and ignorance prevails

Characteristics of Treasurers

  • Encourages colleagues to develop their technical knowledge and skills

  • Creates clear audit trails related to activity or key decisions

  • Learns from mistakes and documents this learning so that other team members can benefit

  • Shows respect for colleagues’ knowledge or expertise

  • Rationally considers the facts before making key decisions

  • Encourages others to show team members respect

 

As team members, Treasurers make the best contribution when: 

  • They can work on specific elements of a project and report back to the group with the outcomes

  • They don’t have to manage complex people issues

  • They are dealing with specifics rather than vague concepts

  • They are auditing/checking/receiving or analysing data

Benefit for the team

  • Ensures accurate analysis and learning

 

Treasurers best manage themselves by: 

  • Disciplining themselves to keep an eye on the bigger picture – where are we headed and why are we doing this?

  • Remembering that people are not cogs. They need to understand why they are doing things and they need to be valued for their contribution; not being fired is not good enough

  • Remembering that tasks, budgets and people are interconnected; if action is taken in one area the emotional/financial fallout will bleed into other areas

 

Powerful questions asked by Treasurers

  • How can we be disciplined in our decision-making?

  • Are we being objective?

  • What specialist knowledge or analysis can we incorporate into our decision-making?

  • From a systems mastery approach, what impact will our decision have?

  • Have we leveraged from all the internal expertise available?

 

How you can recognise and bring out the Treasurers?

Finds innovative ways to standardise (or 'commoditise') to improve efficiency and maximise the use of resources (e.g. Ikea founder Ingvar Kamprad). Dissects larger tasks into discrete processes and devours data to build deeper insight into the problem. Ideal for keeping the team impartial, objective and evidence-based.