When people hear the word “finance,” they often think of spreadsheets, bottom lines, and cold calculations. And sure, numbers matter—accuracy, compliance, performance metrics, forecasting—all of that is crucial. But after decades in this space, I’ve come to realize something even more important: the real power of a financial leader isn’t just in crunching numbers. It’s in reading the room.

Emotional intelligence (EQ) isn’t a “soft” skill. In leadership—especially in finance—it’s a game-changer. The best CFOs and controllers I know aren’t just smart; they’re self-aware, empathetic, and excellent communicators. They lead with presence and clarity, not just policy and procedure.

Here’s what I’ve learned about why EQ matters just as much as IQ in finance—and how it’s helped shape the way I lead.

The Human Side of Numbers

At its core, finance is about trust. People trust you to keep the books straight, to tell the truth even when it’s uncomfortable, and to safeguard the financial health of the company. But people don’t give trust to job titles. They give trust to people they believe in.

That belief comes from connection—and connection is built through emotional intelligence.

In my early days, I thought being the “go-to numbers guy” was enough. I could break down a P&L in my sleep and deliver a flawless audit trail. But when it came to influencing cross-functional decisions or managing a growing team, I hit a wall. The spreadsheets didn’t inspire people. They needed a leader, not just an analyst.

That’s when I started to focus on what it meant to be present, to really listen, and to lead with empathy.

Leading with Presence

One of the most underrated skills in finance leadership is being present.

There’s always a budget to revise, a report to prep, or a deadline to chase. It’s easy to let the constant noise pull your attention in ten different directions. But when you’re in a meeting—especially with your team—they need to feel like they’re the most important thing on your agenda.

Presence says, “I see you. I hear you. I’m here with you.”

This doesn’t just make people feel good—it improves performance. When your team knows you’re engaged, they feel more valued. And when they feel valued, they bring their best to the table. It’s that simple.

Empathy Drives Better Decision-Making

Empathy might seem like an odd skill for someone managing EBITDA and cash flow, but I’d argue it’s essential.

When you’re making financial decisions that impact jobs, resources, or strategic direction, you have to think beyond the spreadsheet. You need to understand how those decisions will affect the people behind the numbers.

Empathy doesn’t mean avoiding hard truths—it means delivering them in a way that respects others. It means considering how a departmental budget cut affects morale. It means being sensitive when explaining a financial strategy that shifts priorities.

Empathetic leadership also builds stronger bridges with other departments. Finance doesn’t operate in a vacuum—we work with sales, operations, HR, and marketing. Understanding their pain points and pressures helps us become partners, not just watchdogs.

Communication is the Real Superpower

You can have the most accurate data in the world, but if you can’t communicate it clearly and persuasively, it’s meaningless.

I’ve learned that the best financial presentations aren’t filled with jargon—they tell a story. They explain the “why,” not just the “what.” And they’re tailored to the audience, whether it’s the C-suite, the board, or a room full of frontline managers.

Good communication also means being open—not just about wins, but about challenges. It means giving feedback in a way that inspires growth, not fear. And it means being transparent, especially when the news is tough.

In my role, I’ve found that honest, clear communication builds a culture of accountability and trust—and that’s the foundation of any high-performing team.

Cultivating EQ Isn’t Optional Anymore

In today’s fast-paced, ever-changing business environment, technical skills are the baseline. What sets leaders apart is how well they manage relationships, adapt to change, and navigate complexity—all of which require emotional intelligence.

This is especially true in finance. We’re no longer just behind-the-scenes number crunchers. We’re strategic partners, culture shapers, and decision influencers. That means we have to bring more than numbers to the table—we have to bring heart.

For me, cultivating emotional intelligence has been an ongoing journey. I’ve had to unlearn some habits and build new ones. I’ve had mentors who modeled it, team members who challenged me to grow, and hard moments that forced me to reflect.

But every step has made me a better leader—and a better person.

Lead with Both Head and Heart

The numbers will always matter. But leadership is about more than balance sheets and forecasts. It’s about people. And people respond to authenticity, empathy, and connection.

If you’re a finance professional looking to lead more effectively, start with yourself. Build your self-awareness. Listen more than you talk. Speak clearly and with compassion. And remember: your emotional intelligence is just as critical as your financial acumen.

At the end of the day, the most impactful leaders aren’t just smart—they’re human. And that’s what people will remember long after the quarterly report has been filed.