This is the third of a three-part article series

As 2026 unfolds, corporate treasury teams find themselves confronting a demanding mix of economic, operational, and organizational pressures. While Parts 1 and 2 of this series explored the macro forces shaping treasury priorities—from payments fraud and AI-market risk to rising business insolvencies and slowing global growth—this concluding article examines another set of imperatives: the skills, leadership qualities, and talent strategies required to strengthen treasury’s strategic influence and operational readiness in the year ahead.

Across industries, treasurers are being asked to do more with constrained resources and under accelerated timelines. Economic cycles are shortening, financial risks are multiplying, and the expectations placed on treasury continue to expand. These dynamics elevate three interconnected priorities for 2026: the need for exceptional leadership, the increasing importance of critical thinking, analytical capability, communication and collaboration skills, and the urgency of developing and retaining talent in a tightening workforce landscape.

Exceptional leadership will be the most important skill for treasurers in 2026

Corporate treasuries face a complex year—shaped by geopolitical uncertainty, rising insolvency risk, heightened payments fraud exposure, tighter liquidity conditions, and ongoing concerns surrounding a possible AI-driven market correction. Navigating such turbulence requires more than technical expertise; it demands leadership that is adaptable, forward-looking, and rooted in sound judgment.

This need is strongly reflected in the Association for Financial Professionals® (AFP) 2025 Treasury Benchmarking Survey Report, in which 45% of respondents identify leadership as a critical skill required to support their organizations through today’s financial challenges. Treasury groups that cultivate strong leaders consistently outperform, optimizing working capital, anticipating risks earlier, and deploying liquidity to fuel business growth.

Effective treasury leadership blends prudent cash and liquidity management with intellectual curiosity, a willingness to embrace emerging technology, and a commitment to continuous learning and creative problem-solving.

CFO expectations reinforce this shift. EY’s Global DNA of the Treasurer Survey 2025 reports that “59% of CFOs believe the CFO role should be the ultimate career ambition for a treasurer, with 14% saying they should aim for the CEO’s job.” Yet gaps remain: 28% of CFOs think their treasurer needs additional leadership support and training, compared with only 18% of treasurers who perceive the same need—a revealing disconnect that suggests blind spots in self-assessment.

The message is unmistakable: as pressures intensify, exceptional leadership—not just functional expertise—will determine the treasurer’s ability to guide teams and influence enterprise-wide decisions.

Critical thinking, analytical capability, communication, and collaboration: Core skills for treasury leadership and operational success

The past five years have fundamentally reshaped treasury’s operating environment, marked by persistent financial stress, frequent external shocks, and mounting expectations from the C-suite. To succeed in 2026, treasurers must draw upon a broad, evolving skills portfolio.

Critical and strategic thinking are foundational. The AFP Treasury Benchmarking Survey Report data shows that 57% of treasury practitioners use these skills extensively, enabling them to assess complex risks, evaluate competing priorities, and respond decisively to unexpected developments. These capabilities will be essential as treasurers are likely to confront volatility in markets, interest rates, and global supply chains.

Communication skills have also become indispensable. As treasury increasingly intersects with procurement, operations, tax, legal, and corporate strategy, treasurers must clearly articulate financial insights to non-specialist stakeholders. AFP notes that 56% of treasury executives rely heavily on communication skills, reflecting the role’s expanding influence across the enterprise.

Meanwhile, analytical capability is now a cornerstone of treasury excellence. AFP findings show 55% of leaders rely on analytical skills to a significant degree, underscoring treasury’s dependence on data interpretation, scenario modelling, and forecasting accuracy. With automation accelerating and real-time data becoming more accessible, analytical fluency will be even more crucial in 2026.

Finally, collaboration continues to distinguish high-performing treasury teams. According to AFP, 54% of professionals apply collaboration skills extensively, working closely with senior leaders and cross-functional partners to drive efficiency, manage risk, and support key areas such as cash flow management. In 2026, transformative treasurers will continue strengthening these relationships through shared goals, transparent communication, and cohesive teamwork—fostering organizational resilience and enabling business growth.

Nurturing talent and bridging the treasury talent gap

Even as technology advances, talent remains treasury’s most valuable and most constrained resource. EY’s survey findings show that 26% of treasurers and CFOs view talent development—particularly the building of finance expertise through best-in-class treasury knowledge—as a top lever for creating value.

Yet the treasury talent pipeline continues to face pressure. As the Strategic Treasurer 2026 Treasury Technology Analyst Report notes, “Despite strong overall employment levels, treasury continues to face a shortage of qualified talent.” Roles are increasingly difficult to fill, even as the function’s scope widens and knowledge demands become more specialized. ⃰ 

Generational shifts add complexity. Experienced practitioners are retiring, while younger professionals enter with strong digital instincts but often “lack the institutional context and hands-on experience that treasury work requires,” according to the same report. At the same time, younger talent expects modern systems, automation, and opportunities to learn and innovate. Treasury departments operating with outdated workflows may struggle not only to attract but also to retain talent.

To address these challenges, the Treasury Technology Analyst Report recommends a strategic approach to workforce development—investing in comprehensive onboarding programmes, continuous learning, career-path clarity, and technology that enhances rather than hinders employee effectiveness.

Talent strategy is now inseparable from treasury strategy. Treasury departments that successfully bridge the talent gap—by empowering staff, modernising systems, and fostering a culture of growth—will be far better positioned to deliver strategic value in 2026 and beyond.

Conclusion

As this final instalment of this series makes clear, the forces shaping treasury in 2026 extend beyond economic and market dynamics—they also encompass the skills, leadership quality, and talent readiness of treasury teams themselves. Leadership excellence, advanced skill development, and a proactive talent strategy will be essential for treasurers seeking to strengthen their influence and navigate an increasingly unpredictable environment.

Those who invest in their people, build collaborative cultures, and embed strategic thinking throughout the treasury function will not only manage risk more effectively but also position their organizations for greater agility and competitive advantage in the year ahead. Treasury’s evolving role demands nothing less.

 

To read the first part of this article series, click here:

To read the second part of this article series, click here:

 

 ⃰ Disclosure: Strategic Treasurer owns CTMfile.