The ‘soft’ skills now defining a high-performing accountant

Artificial intelligence is changing how accounting work gets done.

Tasks like reconciliations, data processing and reporting are now faster, more accurate and far less manual than they used to be. That’s a clear efficiency gain.

But it also changes something more important: the way accountants create value for their workplaces.

As more of the technical work is handled by technology, the role is shifting towards interpretation, advice and client guidance. And that’s where many firms are starting to feel the difference.

What AI can’t do

AI is very good at processing information. It can identify patterns, generate reports and surface insights quickly. What it can’t do is apply judgment in context.

It can’t sit with a client and explain what those numbers mean for their business. It can’t navigate a difficult conversation or recognise when a client is uncertain about a decision.

And, perhaps most importantly, it can’t read a room.

That part of the role still sits with the accountant, and it’s becoming more important as more of the technical work is automated.

The term ‘soft skills’ comes up a lot in this context, but it doesn’t really reflect what’s changing. The term makes these capabilities sound like something extra when, in reality, they are central to how accountants deliver value.

You see it most clearly in how work is presented.

Two accountants can walk a client through the same numbers and get very different responses. One explains everything accurately but sticks to the details. The other explains what the numbers mean, what needs attention and what decisions need to be made.

The difference isn’t technical ability; it’s judgement and communication.

Where the real value sits now

The same thing shows up in more difficult situations: a client under financial pressure, a business making a high-stakes decision, or a conversation where there isn’t an obvious answer.

These are human problems. They rely on understanding what’s not being said, asking the right questions and guiding the conversation in a way that gives the client clarity.

That’s where emotional intelligence comes in. It allows accountants to recognise pressure, hesitation or uncertainty and respond appropriately.

Communication plays an equally important role. Being able to turn complex financial information into something clear and useful is what allows clients to act on it.

Over time, this relationship management is what ties everything together. Clients don’t stay because reports are accurate; they stay because they trust the person sitting across from them.

If you were to look at most firms, you would notice these skills are the foundation of a strong senior leadership team. That’s because the accountants who progress into leadership roles or become trusted advisers aren’t just technically strong, but can also communicate clearly, build relationships and use their judgement to improve client experiences.

These professionals are comfortable leading conversations, not just completing work. That’s what allows them to move beyond delivering work and into guiding decisions.

What firms need to do next

‘Soft skills’ have often been treated as secondary, something that develops over time, or something people either have or don’t.

That’s not the case.

These are skills that can be developed with the right focus, including structured training, feedback and practical application.

When firms deliberately invest in building communication, leadership and decision-making capability, the impact can be seen in how clients respond, how teams operate and how confidently people step into advisory roles.

The challenge is that many firms still prioritise technical development above everything else. While that made sense when most of the value was in the technical work itself, the problem is that’s no longer the case.

As AI continues to take care of more of the technical side, the difference between firms won’t come from the tools they use. It will come from how their people show up with clients and how well they can guide decisions.

Firms that treat interpersonal and leadership capability as core, and invest in structured development to build it, are better positioned to retain clients, grow advisory services and develop the next generation of partners

Accountants aren’t being replaced by AI, but their role is changing. More of the value now sits in how information is interpreted, how conversations are handled and how decisions are supported. Ultimately, that places more weight on the human side of the role than ever before.

Karlie Cremin, CEO of DLPA and Crestcom ANZ

Karlie Cremin is the CEO of DLPA and Crestcom Australia, organisations dedicated to helping businesses solve complex people challenges with practical, real-world solutions. With a career spanning construction, government and not-for-profits, Karlie brings a wealth of experience in crafting versatile strategies and business models that deliver exceptional results.

Karlie herself has also been recognised with several high-profile honours, including the Bronze Stevie for Thought Leader of the Year (2025), the Bronze Stevie for Woman of the Year (2025), the Silver Stevie® APAC for Most Innovative Entrepreneur of the Year (2025), the Silver Stevie APAC for Innovative Achievement in Thought Leadership (2025).

Her focus remains on building sustainable, profitable businesses by equipping leaders and teams with the skills and tools they need to succeed.