The term ‘bean counter’ has followed Accountants around for years, and we like to think that most of us can take it in good humour! We assume it’s a tongue-in-cheek nod to our focus on the numbers, but, if you look it up in the dictionary, you’ll find a less flattering definition: ‘A person, typically an accountant or bureaucrat, perceived as placing excessive emphasis on controlling expenditure and budgets.’

It’s not exactly the most glowing endorsement. More importantly, it doesn’t reflect on the meaningful contribution that finance professionals can (and do) make in their organisations. Especially in the context of a charitable or social purpose organisation.

In the charity finance world, the beans, or the money, are never the end goal, they’re a means to an end. What really matters is the impact those resources help to deliver. It’s also why effective engagement beyond the finance team is so vital.

That said, we know that sharing financial information, and making sure it lands well, isn’t always straightforward. There can be barriers: varying levels of financial confidence, differing motivations, and blurred lines when it comes to roles and responsibilities. Sometimes finance gets seen as a stand-alone function, when really it works best as a shared responsibility. If others aren’t engaged, it’s all too easy for financial understanding to become concentrated in one place. In such uncertain and challenging times, this is more important than ever.

Therefore, we believe that creating the right environment to make financial conversations more effective is essential. This starts with clarity, around roles, responsibilities, and the rhythm of regular meetings and updates. It also means being open to learning, brushing up on skills, sharing experiences with peers, and trying new ways to connect finance with the wider team.

When we speak with our clients, these are the practical steps that resonate:

• Know your audience: Tailor your message to the needs of each stakeholder. The right information, in the right format, at the right time makes all the difference.
• Ask thoughtful questions:  Are your reports genuinely useful? Can you anticipate their ad hoc requests? Are you meeting people’s needs, or just following the same old format?
• Be clear and supportive: Strong relationships and well-understood policies create space for healthy challenge and better decisions.
• Cut the jargon and set the scene: A clear breakdown of income sources and expenditure, along with a simple graph or chart, often speaks louder than paragraphs of financial detail. A short glossary of key financial terms can go a long way.
• Data to insights: Try and provide more than a transactional narrative, by working to answer the question “so what?”. What are the numbers telling us? What are the key discussion points, potential decisions and actions?
•  Above all, communicate: Ask questions, seek feedback, and never assume that the current way of sharing financial information remains the best way.

So, while the textbook definition of a ‘bean counter’ might focus on control, we see things differently. Finance professionals are more than bean counters, they’re facilitators, translators, and trusted advisers. When they build strong relationships across their organisations, from board members to trustees to operational managers, they help everyone understand the story behind the numbers. And that understanding is what helps organisations thrive.