Influencing styles can and often do change over time. Influencing comprises a variety of techniques to motivate others or change their thoughts and behaviours. Variations in style are often brought about by developing workplace dynamics, technological advances, generational shifts and changing organisational cultures.

The current environment is peppered with multiple shifts in operations, technologies and business models. With these changes, accountants need to adapt their influencing strategies to remain effective. Fostering a more collaborative and engaged environment within an organisation is considered a key element of effective influencing in today’s business landscape.

In its research on developing leadership skills, executive search firm Heidrick & Struggles pinpoints ‘leading through influence’ as one of its four capabilities for future-ready leaders.

According to Heidrick: “Leaders who rely on influence rather than authority to get things done are more effective at encouraging people to connect to the organisational purpose, which in turn energises people inside and outside the organisation to feel they are part of something bigger and are positively contributing.” 

Heidrick adds that the ability to lead by influence also encourages inclusion and builds trust among workforces, allowing leaders to work more effectively with both their teams and more senior executives, as well as the wider ecosystem in which their companies operate. 

Phil Boden, Market Director, Technology and Financial Services, at Robert Half, says: “At its core, influencing is the ability to bring stakeholders on board and get their buy-in through intuitive and purposeful storytelling.” 

For accountants, influencing skills can range from articulating challenges and recommendations in a way that all stakeholders can recognise, to being able to think and talk more strategically, Boden says. For instance, active listening can help to build stronger relationships with colleagues, defuse situations and aid in understanding non-verbal cues.

There are a range of attributes that can be grouped as influencing skills, but for those in an advisory role, Boden cites four core skills to work on: 

• communication; 
• reasoning; 
• consulting; and
• active listening. 

“The last is critically important as you need to be able to communicate in a way that both speaks to individuals and addresses core challenges for them. That can only be achieved by active listening,” Boden says.

Individuals are influenced in different ways. The way you apply influencing skills should tap into the personality types that accountants are working with. Some people, for example, are naturally more visual and creative. “They will need to ‘see’ your recommendation, not just hear it. Others are more driven by facts and figures, so you will have to put the evidence in front of them to get them on board,” Boden says.

Nurturing your influencing skills

 Some individuals are natural influencers, but it is a skill that can be learned. Andrew Gosselin, a Certified Public Accountant and a former senior strategy consultant, says: “Influencing skills matter in accounting, especially when stepping into advisory roles. It’s not just about numbers. It’s about persuading clients, guiding decisions and getting people to act based on financial insights.” 

But anyone can develop these skills with the right approach. It’s about knowing how to present ideas in a way that resonates with your audience. Mentoring programmes can help. Some individuals seek out formal training or mentorship, while others pick it up through experience. Both options can benefit those seeking to influence better.

Evaluate successes and failures 

Boden says: “It’s also valuable to allow yourself time to step back and consider recent scenarios where you’ve succeeded and failed in persuading others. Consider why and what approaches had the best effect. Good leaders and managers are also able to influence others through guidance and positive reinforcement. Even if you’re not currently planning to move into a senior role, leadership training can also boost your influencing skills.”

Ultimately though, it’s about practice. Gosselin recommends talking through financial reports with non-experts, which forces accountants to simplify without losing accuracy. Also, leading meetings, pitching ideas and negotiating fees all build confidence. “The key is stepping into situations where influence is needed and learning what works.”