Numbers don’t lie, but they don’t lead either: The human side of finance
Most of us who’ve spent years in finance have developed a deep respect for data. I’m no different. Numbers give us structure. They’re honest. They’re neutral. They show us what’s working and what isn’t, without emotion, without bias, without spin. That’s part of their beauty. But here’s something I’ve learned over time: while numbers are essential, they don’t drive culture. They don’t rally people. They don’t inspire belief. Leadership does that.
As someone who has served in roles that span both strategic finance and operational execution, I’ve come to believe that success in this field is less about mastering spreadsheets and more about mastering relationships. Numbers will always be part of the story, but they’re not the story itself. People are.
Why the human side matters more than you think
When I first started my career, I assumed the fastest way to climb the ladder was to become technically flawless. I focused heavily on accuracy, reporting, and forecasting. And while that helped build trust in my capabilities, I quickly learned that people don’t follow data points. They follow people they trust.
Finance leaders sit at the intersection of so many functions: operations, sales, legal, HR, and success depends on how well we can translate numbers into action. That means speaking a language everyone understands. It means listening first. And it means letting go of the illusion that being “right” is enough. If no one buys in, your insight doesn’t move the needle.
Empathy in the balance sheet
Empathy might seem like a soft skill, but in the context of leadership, it’s essential. I remember working on a budget realignment project that required some difficult trade-offs across departments. The easy route would have been to present the numbers and let them speak for themselves. But I knew that wasn’t enough.
Instead, I met with department heads one-on-one, not just to explain the math, but to hear their concerns. I didn’t always have the answers, and I couldn’t promise we’d keep every line item. But I could show them respect. And that changed everything. The conversation became less about defending turf and more about collaborating on solutions. The numbers didn’t change—but the energy did.
This is the human side of finance that too often gets overlooked. It’s not just about “what makes sense on paper.” It’s about understanding how people are affected, what their motivations are, and how to build alignment.
Craig Shults on bringing finance to life
In my own career, I’ve tried to follow that principle: treat finance as a living function, not a reporting tool. Whether I’m helping lead a construction company’s budgeting process or advising on capital allocation, I always try to ask myself one question: “Who is this for, and how can I make it matter to them?”
I’ve seen firsthand that when you bring others into the process, you don’t just get buy-in—you get better outcomes. That’s something Craig Shults, a seasoned finance and leadership professional, has echoed in his own career. His approach blends strategic thinking with emotional intelligence. He knows that the best financial decisions happen when people feel seen, heard, and invested.
The numbers will tell you what, but not why
Let’s not misunderstand each other. I’m not saying numbers aren’t valuable. On the contrary, they’re the backbone of good decision-making. But they’re only part of the picture. Numbers tell you what happened. They don’t tell you why. They can point out a problem, but they can’t fix it.
Take a revenue dip, for example. The numbers might show a 12% drop quarter over quarter. That’s clear. But they won’t tell you that the sales team lost a key account due to poor customer service. Or that morale is low because of unclear expectations. To get to those truths, you need to engage with people.
That’s why finance leaders must be more than number crunchers. We have to be storytellers, bridge builders, and sometimes, translators. We need to understand the context behind the data. We need to make meaning out of metrics.
Developing financial EQ
You’ve heard of IQ and EQ. I think there’s a third layer: financial EQ. This is the ability to read between the lines in a balance sheet, to sense when a team isn’t aligned, and to ask the right questions when the numbers seem fine but something still feels off.
Financial EQ shows up when you choose to walk down the hall and talk to a department head instead of just emailing a report. It’s in how you present during leadership meetings—less jargon, more relevance. And it’s in your willingness to admit when the data doesn’t tell the whole story.
Building trust over time
None of this happens overnight. Building trust takes time. It means being consistent, showing up for others, and owning your mistakes. I’ve made my share of forecasting errors or operational missteps. But what mattered more than the error itself was how I responded. I’ve learned to say, “Here’s what happened, and here’s how I’ll fix it.” That kind of honesty builds confidence.
Craig Shults has often pointed out that accountability is a choice, not a reaction. In finance, we deal with accountability every day, but we also have to model it. That means not just holding others to standards but holding ourselves to them—especially when it’s uncomfortable.
Leadership through service
Ultimately, finance isn’t just about protecting the bottom line. It’s about enabling people to do their best work. That might mean building a clearer budget, simplifying processes, or just making someone feel like their work is seen and supported. Good finance makes the company stronger. Great finance makes the people stronger too.
If we want our organizations to thrive, we have to lead through service. That means meeting people where they are. It means elevating their goals, not just enforcing rules. And it means remembering that behind every spreadsheet is a story worth listening to.
Where we go from here
As finance professionals, we have an incredible opportunity, not just to manage numbers, but to lead people. The data will always be there to guide us, but it’s the human side that turns insights into action and spreadsheets into strategies.
So yes, numbers don’t lie. But they don’t lead either. That’s on us.
And I wouldn’t have it any other way.