Let’s face it, for most people, finance is like a terrifying mystery wrapped in a spreadsheet, and you may as well be stuck in the plot of Murder She Wrote: a lot of numbers, too many zeros, and the kind of jargon that makes you wonder if you need a PhD to understand it. But let me tell you something—finance doesn’t have to be scary. In fact, it can be downright fun if you approach it the right way.
Last month, I trained two batches of managers. None of them had any accounting or finance qualifications. Some were even a little afraid of numbers, but within two hours, I had them not just understanding finance, but actively engaging, asking questions, and—get this—presenting their projects with solid financial analysis. Yeah, that’s right. These were people who, just hours before, were looking at me like I was speaking a different language.
How did we do it? How did we go from “I’m terrified of numbers” to “I’m comfortable presenting financials”? Simple: corporate training, rapport, and a whole lot of simplifying.
Building Rapport Before the Numbers
First things first—if you’re training non-finance people, don’t be that person. You know, the one who shows up looking all serious, no smile, no warmth, just spitting out jargon like it’s going out of style. That’s the quickest way to lose your audience. You’re not there to intimidate; you’re there to teach.
In corporate training, especially in leadership development, building rapport is everything. And it doesn’t matter if you’re training a CEO or a manager—people are people. When you make them feel comfortable, when you connect with them on a human level, the learning process becomes less about numbers and more about confidence.
I don’t care if you’re talking finance or project management—if you don’t establish rapport first, you’ve lost half the battle. I make it a point to show up, smile, crack a few jokes, and ask some ice-breaker questions before diving into the technical stuff. You’ve got to show them that you’re not here to make them feel small. You’re here to make them feel capable.
Go Slow, Keep It Simple
The second key to making finance fun? Slow down. I know, I know—you’ve got a ton of content to cover, and you’re eager to get through it. But remember, these people didn’t wake up wanting to be financial experts—they’re probably here because they have to be.
So, slow it down. Start with the basics. You’d be surprised at how many professionals, even in leadership positions, don’t have a solid grasp of things like cash flow, profit margins, or balance sheets. If you want to make finance fun, you have to first make it approachable.
So, this is where great corporate training for your team can be an invaluable exercise—when it’s not just about dumping information on them, but ensuring they truly understand it. It’s about breaking down complex ideas into bite-sized, digestible pieces. It’s about repetition—yeah, I know, it sounds boring, but trust me, it works.
One of the key lessons I’ve taken from my experience is that finance doesn’t have to be boring. In fact, finance professionals often take themselves far too seriously and spending time with them is just about as much fun as watching paint dry. You need to keep things light. If you make finance feel like a chore, it will always be a chore. But when you add a bit of humour and make the concepts relatable, suddenly it’s no longer this monster that only accountants can understand. Now, it’s something anyone can grasp and—dare I say—enjoy.
The Narrative Behind the Numbers
This is where finance truly becomes powerful—once you understand it, it’s not just about numbers. It’s the language of business, and those numbers are chapters waiting to be read. The fundamentals of the great game of business lie in the numbers. Once you know how to read them, you’re reading the story of your business, your market, and your team’s performance.
When finance is told like a story, it clicks. People don’t have to memorise a bunch of numbers. Instead, they see the relationships, trends, and the decisions that can be made based on that knowledge. By understanding the plot twists in the financial data, leaders can interpret what those shifts mean and adjust their strategy accordingly.
In Let’s Get Real, I refer to my stint teaching CFA prep. The curriculum includes topics that, at first glance, can seem so daunting and confusing you’ll feel dizzy and completely overwhelmed within five minutes. So, I used my storytelling approach to weave topics together in a memorable, convincing sequence—creating a story with a beginning, middle, and end. It was so successful that students asked if I could follow the same approach for other topics too.
The Importance of Post-Session Support
Another key point? Support after the session. The learning doesn’t stop when the session ends. One of the most valuable parts of corporate training is being available for follow-up questions. Whether it’s through a casual chat, a follow-up email, or another one-on-one session, making yourself available to work through challenges will reinforce the lesson.
I always tell my clients to reach out to me after the session if they need further clarification. Most of them will feel more comfortable doing so once they’ve had time to process the information and pinpoint exactly where they’re ‘getting stuck’ or where the uncertainty lies.
Wrap-Up: Empowering Others with Knowledge
At the end of the day, making finance fun is about removing the barriers. It’s about turning something intimidating into something accessible. Corporate training plays a big role in this transformation. By focusing on rapport, simplification, and practical examples, you can turn financial concepts into something your team feels confident in tackling. When they start applying these concepts, not only will their decision-making improve, but their overall engagement will increase. And as a leader, that’s one of the best things you can aim for.
So, next time you find yourself in a room full of non-finance managers, remember this: finance isn’t some dry, dull subject. With the right approach, you can make it an engaging and empowering experience. Don’t just teach them numbers—teach them how those numbers can change the way they lead and succeed.
