While agreeing with the post, here are few more points to consider: 1. Being prepared in terms of data and analysis is pivotal, though it also helps to know your audience in advance - their background and knowledge of the subject and their expectations. 2. Lobbying before-hand also helps, having a buy in from a couple of attendees will strengthen your proposal.

As per my view it's important to address the situation calmly and professionally. Listen carefully first and then have open dialogue. Clearly articulate your reasoning behind the budgeting and forecasting decisions you've made. Provide evidence or data to support your assertions and demonstrate the rationale behind your proposals. It is important to understand assertiveness comes with the confidence and this confidence comes by becoming expert in this role. This expertise comes by going into deeper n deeper and make dirty his own hands. Therefore while this is important to remain calm but not at the cost of reputation of function. Hence not to be silent and must rebuttal by proving our approach with the data.

Yes...I sync with this step...it is the primary and most important point to keep in mind...be well prepared in advance actually puts you one step ahead and gives a clear crystal picture to the team that you are in full control of the situation both from knowledge and analytical point of view.

Budgeting & forecasting meetings are one of the crucial meetings in any organisation. I learnt from my ex-boss in a previous organisation, before attending budgeting and forecasting meetings you should be well prepared; walk through the entire budget deck. -No short cut, Do a home work properly. -Listen actively -Demonstrate underlying assumptions with scenarios. -Welcomed their feedback -Use straight forward language, provide examples whenever necessary. -Build a collaborative platform; for example, if you are stuck somewhere, your seniors should come with a bat on a pitch.

Assertiveness is not a negative quality, tho sometimes we can all be guilty of getting a bit too passionate when “fighting” for money/budget for programs we feel are critical. I think having a good understanding of not only my priorities, but the organization’s as well is very important in this scenario. Being able to articulate the use case or business drivers and demand prompts along with priority justifications and data analysis should help make that discussion very objective.

Agreed that active listening is a powerful tool. It is about listening and enquiring to understand their concerns. To remain open, withhold judgement, and be curious on what exactly their concern is and give them the space to express their grievances before addressing it. Where applicable, help them through enquiry to find the answers to their concerns.

By actively listening, FP&A professionals can grasp important nuances about the company's strategic priorities, as well as potential concerns from different departments. This not only helps in creating more accurate and realistic budgets but also facilitates alignment and engagement across the organization, leading to more effective implementation and a higher likelihood of achieving financial objectives.

Instead of immediately defending my projections, I practice active listening. I carefully listen to their concerns, allowing them to fully express their points without interruption. This demonstrates respect for their perspective and shows that I value their opinion. By actively listening, I can better understand the root of their challenge. Perhaps they have insights into market trends or internal factors that I hadn't considered. Once they have finished expressing their concerns, I respond by acknowledging their perspective. I highlight aspects of their points that I agree with or find valid.

Active listening plays a crucial role in maintaining assertiveness because it promotes collaborative dialogue and enhances professional relationships. According to the Harvard Business Review article "The Power of Listening in Helping People Change," leaders who prioritize listening build trust and are more effective in influencing others. By attentively hearing out concerns or objections to your budgeting or forecasting, you create a space where individuals feel acknowledged, shifting the conversation from opposition to constructive input. This not only strengthens your position but also fosters alignment and more effective decision-making.

Demonstrate openness and respect by actively listening to others’ perspectives and concerns. Understand their viewpoints before presenting your own, fostering a collaborative atmosphere.

To effectively illustrate my points, I provide concrete examples and real-world scenarios. For instance, I explain the methodology behind revenue projections, breaking down the factors considered and how they contribute to the overall forecast. By offering clear examples, I make it easier for stakeholders to grasp the concepts and logic behind my budget proposal. If there are any doubts or uncertainties, I address them promptly and transparently, ensuring that everyone has a clear understanding of the budgeting process and underlying assumptions.

Clearly articulate our points using concise and confident language. Use data and evidence to support our assertions and explain the reasoning behind our budgeting decisions.

Learn who your audience is, prepare your speech accordingly. Keep it short, easy language, do not get too much into details or use other people’s experiences. Do not go the way “all is fine”, “it is achievable”, “I think we can make it”. This is not a bet. If you know your business then everything should go smoothly. Your audience knows the business. Do not think they know less than you.

Four key points Never take anything personally. Your humility should always quietly silence ego talk. Always stick to your strengths and skills. Make changes if there a necessity. And let the results take care of everything else. Finance team has to act always mature with various stakeholders knowing very well final accountability lies with the entire team and not one department.

The most important point in a budget and forecast meeting is to be aware and knowledgeable about each number being discussed. This will increase your self-confidence with the numbers you are presenting, and adding to that, your ability to communicate clearly and professionally will enhance your position to convince others with your numbers and suggestions. Most of the challenges in such meetings can be resolved if the above advice is taken into consideration.

n a professional scenario, when faced with challenges to assertiveness, maintaining professionalism is crucial. For instance, during a financial analysis presentation to stakeholders, if doubts arise about data accuracy, I remain composed and provide additional context calmly, focusing on facts and methodology. By doing so, I uphold my professional reputation and credibility, showcasing my ability to handle challenges with grace and integrity.

Regardless of the challenges you face, it's important to remain professional and avoid becoming defensive. If you believe the current situation may lead to an incorrect decision, you can ask for a break to allow for further discussion and reconsideration.

Maintain a professional demeanor even in challenging situations. Avoid becoming defensive or confrontational; instead, remain calm, composed, and focused on productive dialogue.

Cultivate alliances and build support among key stakeholders outside of meetings. Garner backing from colleagues or senior leaders who understand and advocate for your budgeting strategies.

Your ongoing business reviews and your attendance to other areas’s meetings will help you drive your forecast and budget meetings. Be constructive in such meetings, make your points and do not forget to make an eye contact with whom will be your audience so they can expect what they might see in your meeting. This is part of your homework. It has worked very well for me. Your audience may say, “yes you mentioned this”, “I remember you gave us some insights”, “so, we are heading to that direction”. Then the discussion will be very productive because a senior manager might have some key info not yet known by the rest. Keep it cool.

4 points - Do extensive financial due diligence beforehand. Reflect on what questions might pop up, do a coherence/sanity check with one of your key stakeholders. - When challenged, provide the logic behind the numbers and provide real-life applications - Communicate clearly and with a modulated voice. There is a tendency for one´s voice pitch to raise when put on the spot. - Don´t take things personally. Everyone wants a successful financial plan. That is the end goal.

Challenge does not always mean disagreement, as a mater of fact it might be a signal of interest mixed with fear of unknowns. It could provide a totally new space for discussion and insights sharing. It uncovers different perspectives and helps refining the group assumptions. Additionally, challenges foster collaboration by encouraging constructive dialogue and building consensus within the team. Ultimately, facing these challenges helps improve processes, as feedback is used to continuously enhance forecasting accuracy and budgeting practices. Embracing challenges leads to more robust financial planning and stronger team alignment. In short, stay calm and impraise GROWTH mindset

1) Good preparation always pays off. This includes getting to know your numbers and the narrative behind them. The what and the why behind every key number. This also includes understanding the strategic objectives of your audience. 2) When your numbers are challenged, make sure to blend your assertiveness with genuine curiosity to understand others' points of view and enough humility to reconsider yours (as well as your numbers). 3) Always remember that the end goal is to find a way to agree on key matters and not to outplay each other.

If assertiveness is being challenged then there appears to be a personality issue at play. Stay humble and state the criteria for what you are suggesting or recommending and ask them if they have additional information to offer to assist with the decision making process.

Before critical meetings, proactive engagement with key participants can help to identify and address potential concerns in advance. Just like CCO/CFO who set up one-on-one sessions with key stakeholders before the big annual budget meeting with President/MD to iron out any reservations, leading to a smooth and assertive presentation with minimal resistance. Above strategy enhances assertiveness by promoting collaboration, understanding, and respect, all of which can lead to more productive budgeting and forecasting meetings.