Actionable Strategies for Accountants to Develop Your Communication and Leadership Skills

Knowing the importance of communication and leadership skills skills is one thing – but how can you actively improve your communication and leadership as an accounting professional?

The good news is that these are skills you can develop with practice and intention.

Just as you’d study for the CPA exam or learn a new accounting standard, you can work on your soft skills daily.

Here are some actionable strategies and tips to help you level up:

Practice Active Listening in Every Interaction

Make a conscious effort to be fully present when others are speaking – whether it’s a client call, a team meeting, or a chat with a colleague. Active listening means concentrating, understanding, and responding thoughtfully.

Resist the urge to formulate your response while the other person is still talking.

Instead, focus on their words and tone.

Ask clarifying questions and paraphrase their points to ensure you got it right (“So, if I’m hearing correctly, your main concern is the project deadline, is that right?”).

This technique not only prevents miscommunication but also signals to the speaker that you value their input. It’s a simple habit that can dramatically improve your relationships.

As a leader, it’s even more powerful – team members who feel heard are more likely to trust and follow you. Active listening is the cornerstone of empathy, which is crucial for both effective communication and inclusive leadership.

Seek Feedback on Your Communication Style

Don’t wait for annual reviews to find out how you’re doing – actively ask for feedback from trusted peers and mentors.

For example, after a client presentation, you might ask a colleague for their honest thoughts on what went well and what could be improved.

Similarly, invite a manager to review an important email or report before you send it.

This can be eye-opening.

You might discover you’re using too much jargon, or that your emails bury the lead. Constructive feedback helps you pinpoint blind spots that you can work on. It can be humbling at first, but remember, the goal is growth.

Consider also using 360-degree feedback tools if your firm has them, to gather input on your leadership and communication from subordinates, peers, and supervisors.

Over time, incorporate the feedback (e.g., maybe you learn to get to the point faster in emails, or to speak up more confidently in meetings). Show your appreciation to those who help you – it reinforces that you’re serious about improving and open to input, hallmarks of a great leader.

Adapt Your Communication to Your Audience

One mark of a skilled communicator is the ability to tailor your message and tone to different audiences.

The way you’d explain a financial concept to a fellow CPA is different from how you’d explain it to a non-financial executive or a client. Always consider the knowledge level and priorities of your listener.

Avoid unnecessary technical jargon and use relatable analogies when speaking with non-accountants.

A useful exercise is the “teenager test” suggested by a data storytelling expert: if you imagine explaining a complex financial idea to your teenage niece in two minutes, you’re forced to strip it down to the clearest and most essential form.

Try it, you’ll get better at finding simple words and core messages.

Also pay attention to cultural differences or communication preferences; for instance, some clients might prefer very direct communication while others need a more tactful approach.

By meeting people where they are, you dramatically increase comprehension and trust.

This applies in writing too: if your audience is a busy executive, maybe a bullet-point summary in an email will get through to them better than a dense paragraph.

If it’s a detailed-oriented client, they might appreciate an Excel breakdown attached. Knowing your audience and adjusting accordingly is a communication superpower that sets you apart. It shows respect and maximizes your effectiveness.

Work on Clarity and Conciseness

Clear, concise communication is highly valued in accounting, where time is precious and precision is key. To develop this, practice organizing your thoughts before speaking or writing. Lead with the main point, then provide supporting details as needed.

For written communications, one trick is to read your draft out loud to yourself – our ears catch awkward phrasing or run-on sentences that our eyes might skip over.

If you find yourself taking too many breaths or getting lost in a sentence, it likely needs to be broken up or simplified.

Aim to eliminate filler words and unnecessary verbosity.

For instance, instead of writing “Due to the fact that we didn’t reconcile these accounts, it appears that there may potentially be some inaccuracies present,” you could write “Because the accounts weren’t reconciled, inaccuracies likely exist.”

It’s almost half the length and easier to grasp. Also, prefer simple words over complex ones (say “use” instead of “utilize,” “buy” instead of “purchase”).

In verbal communication, clarity means speaking at a measured pace and pausing to check for understanding. Encourage others to ask questions.

Remember, clarity isn’t dumbing things down – it’s an art. The goal is to convey information, not to confuse or impress with big words. Over time, colleagues and clients will appreciate that you get to the point and respect their time.

Develop Your Data Storytelling Skills

In the age of big data, the ability to extract and tell a story from numbers is a highly sought skill for accountants.

This combines both communication prowess and analytical insight.

To practice data storytelling, start by always asking: What is the key message or insight behind these numbers? Structure your analysis in a narrative form – with a beginning (context and problem), a middle (what the data shows, the “plot twist” or insight), and an end (the conclusion or recommendation).

Use visuals wisely: charts, graphs, and dashboards can amplify your message, but only if they’re uncluttered and clear.

When presenting data, highlight the most important figures or trends using visual cues (like color or callout boxes) to direct the audience’s attention.

. Importantly, avoid the “data dump” approach.

Don’t overwhelm your audience with every spreadsheet cell – focus on the metrics that matter and why they matter.

Practice weaving in a real-world implication: for example, “Inventory days increased by 5, which is like our warehouse holding goods for an extra week – it ties up cash and signals potential issues in sales.”

That paints a picture beyond the number. You can also keep a ‘story vault’ of anecdotes and examples that resonate

These can be used to make your points more vivid. Lastly, always circle back to the audience perspective: why should they care about this data? Answering that will keep your data storytelling relevant and compelling.

Polish Your Presentation and Public Speaking Skills

For many accountants, public speaking or presenting to a group can be intimidating. But it’s a skill you can build gradually.

You can try one of our public speaking workshops, as these provide a safe space to practice and get feedback.

At work, volunteer to present whenever opportunities arise, whether it’s leading a meeting section or giving a training.

Preparation is key: rehearse important presentations multiple times.

Focus on speaking clearly, at a steady pace, and making eye contact (or the virtual equivalent on video calls – look at the camera).

Structure your presentation with a logical flow and signpost sections for your audience (“First, I’ll cover the financial results. Next, we’ll discuss implications. Finally, I’ll outline recommendations.”).

Over time, as you present more, you’ll find your own style and rhythm. The goal is not to become a flashy motivational speaker, but to be comfortable and credible in front of any audience. Accountants who can command a room (or Zoom) with authority and clarity often fast-track into leadership, because they’re able to rally people around their ideas.

Build Emotional Intelligence and People Skills

Communication and leadership are deeply human endeavors, so strengthening your emotional intelligence (EQ) pays huge dividends. EQ involves self-awareness, self-regulation, empathy, and social skills.

Practical steps: Start by noticing your own emotional triggers and reactions during the workday.

Does a tight deadline make you curt with colleagues?

Does a particular client’s communication style frustrate you?

Recognizing these in the moment can help you pause and choose a more measured response, a hallmark of good leadership.

Next, work on empathy by putting yourself in others’ shoes regularly.

If a team member misses a deadline, consider what challenges they might be facing and approach it as a problem to solve together rather than immediately showing annoyance.

Also, practice giving credit and positive feedback generously, this builds goodwill and trust on your team.

For instance, if a junior accountant did thorough work on an analysis, highlight that in the team meeting. Leaders who show appreciation and understanding create loyal teams.

Learn to navigate difficult conversations with tact: use “I” statements (“I noticed X and I’m concerned…”) instead of accusatory “you” statements, focus on behaviors and solutions, not personal faults. Improving your EQ will make you a more relatable and respected communicator.

People with high EQ tend to handle conflict better, adapt communication styles on the fly, and lead with compassion – all traits that inspire others to follow.

Commit to Continuous Learning and Development

Finally, treat the development of communication and leadership skills as an ongoing journey (much like keeping up with tax law changes or new accounting standards).

There are abundant resources available: books (e.g. on business communication, body language, or management techniques), webinars and CPE courses on soft skills, and workshops focused on leadership in accounting.

If your firm offers internal training or sends people to conferences like the AICPA’s leadership workshops, raise your hand to participate.

Each new insight you gain can be put into practice on the job.

For instance, learning about “crucial conversations” might give you tools for addressing performance issues with a team member in a respectful, effective way.

Work with a professional coach or trainer if you aim for a big leap (some firms provide coaching for new managers or partners focusing on communication and executive presence).

Another great strategy is to observe leaders you admire – how do they run meetings?

How do they communicate under pressure?

Incorporate their best habits into your own style.

Set specific goals for yourself, like “In the next 6 months, I will present at one industry event” or “I will lead three training sessions for our staff,” and track your progress.

Celebrate improvements, no matter how small. Each step – whether it’s handling a client call more smoothly or getting positive feedback on a team meeting you led – is building your competency and confidence. Over time, these skills become part of your professional identity.

By consistently working on these areas, you’ll likely be amazed at the transformation. What once felt uncomfortable (speaking up, leading a project) will start to feel second-nature. And the impact will be evident: clients will respond more positively, colleagues will seek you out for advice or collaboration, and opportunities for advancement will open up as others recognize your leadership potential. Remember, every expert communicator or inspiring leader started somewhere – usually not as a natural-born speaker or manager, but as someone who decided to grow. You can do the same.