In the fast-paced world of finance, leadership is not just about technical expertise – it’s about how well you communicate, influence and connect with those around you.

Accountants stepping into leadership roles can sometimes find themselves in uncharted territory – they are expected to manage teams, navigate client relationships and handle difficult conversations with confidence. Yet many professionals haven’t been equipped with the softer skills needed to lead effectively.

So how do we bridge the leadership communication gap? And how can finance professionals develop the confidence to have difficult conversations, inspire teams and drive meaningful change?

The leadership communication gap

Accountants are trained to be precise, data-driven and methodical. These attributes are essential when analysing numbers, but leading people requires a different set of skills – one that focuses on clarity, empathy and engagement. The gap appears when leaders struggle to translate technical expertise into relatable, motivational communication. They know their subject matter inside out, but find it harder to engage, influence and inspire their teams and clients.

Three core shifts to bridge the gap

To become effective communicators, finance leaders need to make three fundamental mindset shifts.

• From informer to influencer: instead of just delivering facts, leaders need to provide context and tell a story. A great communicator doesn’t just explain what is happening but also why it matters.

• From perfection to connection: too often, leaders focus on saying ‘the right thing’ rather than something that truly connects. Authenticity builds trust far more than polished perfection.

• From transactional to transformational communication: leadership isn’t just about giving instructions; it’s about engaging, coaching and empowering teams to think, act and grow.

Applicable scenarios

 Here, two scenarios illustrate how these fundamentals can be applied.

Scenario one Imagine a client is frustrated because they feel your team hasn’t met their expectations. Instead of defaulting to defensiveness or overly formal corporate language, an authentic response would be:

“I really appreciate you sharing this and I want to understand exactly where we’ve fallen short so we can make it right. Your feedback is invaluable and I’d love to work together to find a solution that works for you.”

By focusing on real connection over robotic responses, the conversation shifts from confrontation to collaboration.

Scenario two Picture a situation where a client has requested last-minute changes that put pressure on your team. A transactional leader might just say “yes” to keep them happy, piling pressure on their own people. A transformational leader, however, would reframe the discussion:

‘We’re committed to delivering the best outcome for you and I want to make sure we can do that effectively. Given the timeline, we may need to adjust expectations or prioritise key elements. Let’s figure out the best way forward together.”

This creates a working relationship based on honesty and trust, rather than one where your team is constantly scrambling to keep up.

Navigating difficult conversations with confidence

One of the biggest challenges for any leader – but especially in finance – is managing difficult conversations. Whether it’s delivering tough feedback, addressing underperformance or discussing sensitive topics, these conversations can feel uncomfortable. The key is preparation, emotional intelligence and clarity.

Prepare, but don’t script Going into a difficult conversation, have a clear goal – what outcome are you hoping for? But avoid over-scripting your words. The conversation needs to feel genuine, not rehearsed.

Lead with empathy, not authority A common leadership mistake to address difficult conversations with a ‘fix it’ mentality rather than a ‘listen first’ approach. Instead of, “You need to do better”, try, “What challenges are you facing? How can we tackle this together?”

Manage the emotional climate Tough conversations can trigger defensiveness, frustration, or even silence. A great leader doesn’t just react – they observe, pause and respond thoughtfully.

So pay attention to tone and body language – what’s not being said is often as important as what is. Create a psychologically safe space where people feel comfortable sharing concerns without fear of judgment. Allow time for reflection and solutions – not just critique.

The power of clarity and confidence in leadership

At its core, strong communication isn’t about using complex language or perfect phrasing – it’s about clarity, confidence and connection. Leaders who communicate with openness and authenticity build trust, collaboration and stronger teams.

So as you step into leadership, ask yourself: “Am I speaking to inform, or to engage? Am I making it easy for my team to understand and take action? Am I creating a culture where honest, open conversations can happen?” Because when you master communication, you don’t just lead – you inspire.

Nick Elston is a speaker and author on mental health issues.