Trust across functions is built by embedding transparency into the organizational culture, not just the process. I ensure financial discussions are framed within strategic intent, enabling teams to connect budgets to broader outcomes. Consistency in communication, paired with psychological safety, empowers departments to surface concerns early. I’ve also used change management frameworks to align expectations, reduce resistance, and foster shared ownership. Building informal networks across departments also reinforces trust. When leaders model cross-functional collaboration, it cascades, creating alignment beyond formal structures.

Transparency and stakeholder engagement is very important to ensure alignment in the budgeting process. Early communication of inputs and deliverables, with timelines can also facilitate the process.

I believe that if you want to build a team that trusts and respects you, you have to listen more than talk. You need to understand each person’s specific personality, and then you'll know how to communicate with everyone on your team. Certainly, they will see you in a different light.

Building trust and credibility in budgeting and forecasting starts with transparency and collaboration. Clearly explain your assumptions, data sources, and decision-making process so teams understand the logic behind the numbers. Involve key stakeholders early, seeking their input to ensure forecasts align with real business needs. Use historical data and scenario planning to back up your projections, showing both risks and opportunities. Communicate regularly—don’t just present numbers, but tell a story that connects financials to business goals. Most importantly, be open to feedback and adjust when needed. Trust is built when teams see you as a partner, not just a number-cruncher.

Danc genre de cas , au lieu d'utiliser le budget imposé ( top-down) , opter pour le budget participatif ou le budget négocié.