From Roadblock to Growth Driver: Leannebridges on Navigating Internal Financial Disputes

In a recent LinkedIn post, Leannebridges discusses a common yet challenging dynamic within businesses: the persistent disagreement between commercial and finance departments, and how a rigid financial approach can stifle growth. Leannebridges shares an anecdote about an engineering business where the finance manager’s consistent refusal of investment requests created significant friction.

According to Leannebridges, the operations and sales teams consistently sought investment in areas like new equipment, project resources, and training, believing these were crucial for expansion. However, the finance manager repeatedly cited budget constraints and cost justifications, leading to the perception that she was an obstacle to progress.

“The rest of the team saw her as the one who always says no. She thought she was doing her job properly.”

Leannebridges highlights how this deadlock escalated, with teams bypassing the finance manager to gain the managing director’s approval. This indirect approach, as Leannebridges points out, undermined the essential financial scrutiny the business needed.

The Perils of a “No”-First Financial Stance

Leannebridges argues that the finance manager’s approach, while perceived as responsible, had become detrimental. The core issue, as Leannebridges explains, was not a lack of diligence but an overly cautious mindset that equated protecting the business with holding it back. The finance manager began to view the company’s numbers as her personal assets rather than collective resources.

“Every spending decision felt personal. Every request got the same level of scrutiny whether it was a £500 purchase or a £50,000 investment,” Leannebridges writes, illustrating the indiscriminate nature of the financial gatekeeping.

Shifting the Financial Paradigm

The solution, Leannebridges emphasizes, was not simply to encourage the finance manager to “loosen up,” as previous attempts had failed. Instead, the breakthrough came when the finance manager was helped to understand the distinction between safeguarding the business and impeding its advancement.

Leannebridges details how the focus shifted to equipping her with strategies to provide constructive pushback on spending, rather than defaulting to a complete refusal. This coaching enabled her to participate in decision-making processes more collaboratively.

“What changed it was helping her see the difference between protecting the business and holding it back. And showing her how to push back on spending without just saying no to everything.”

As a result of this intervention, Leannebridges observed a significant positive shift. The teams began involving the finance manager earlier in their proposals, and she, in turn, became more amenable to approving investments, having been part of the rationale from the outset.

“She started saying yes more often because she was part of the decision, not the person blocking it.”

This transformation ultimately freed up the managing director from acting as a constant mediator, allowing for more productive conversations and a healthier business environment. Leannebridges concludes her post by offering assistance to leaders facing similar team conflicts, suggesting a path toward resolving these internal disputes and fostering better collaboration.

Leannebridges’s insights underscore the importance of aligning financial oversight with strategic growth objectives, ensuring that financial prudence supports, rather than hinders, a company’s potential.