Power skills | Communication
A little stress conversation
For AAT students moving into the workplace, dealing with many of the technical aspects of accountancy will come naturally. However, the prospect of difficult discussions can feel daunting. Here’s how you can make them easier
Words Sophie Cross Illustrations iStock
Whether you're chasing overdue payments, addressing errors or challenging unrealistic expectations, difficult conversations are an inevitable part of your career. Here, we have put together a four-step process so you don’t need to fear these talks and can handle them professionally while achieving the outcome you need.
Understanding what makes conversations difficult
Before going into the techniques, it is worth recognising why certain conversations feel challenging and can give us that pit-of-the-stomach anxiety. Often, it is because they involve conflict, bad news or accountability. You might worry about damaging relationships, appearing confrontational or getting it wrong. These concerns are normal, but avoiding difficult conversations typically makes situations worse.
The key is reframing these interactions. They're not confrontations, they're professional discussions aimed at solving problems. This mindset shift alone can make them feel more manageable and you feel more in control.
STEP 1
Preparation
If you want the conversation to be a success, preparation is your foundation.
Gather your facts Ensure you have all relevant information, documentation and evidence. If you are addressing a client’s overdue invoice, have payment dates, amounts and previous correspondence ready.
Clarify your objective What specific outcome do you want? Be realistic. If a client consistently pays late, your goal might be to establish a payment plan rather than require immediate full payment. Know your ideal outcome and your minimum acceptable result.
Consider their perspective Why might the other person be acting this way? A supplier billing incorrectly might have system issues, while a client avoiding payment might have genuine cash flow problems. Understanding their position helps you approach the conversation with empathy rather than accusation.
Choose your moment Timing matters. The Friday afternoon before someone’s holiday isn’t ideal for serious discussions. Similarly, don’t ambush people. Where possible, schedule the conversation, giving them a brief heads-up about the topic without going into detail.
STEP 2
Opening the conversation
How you begin will likely set the tone for everything that follows.
Stay calm and professional Take a deep breath. Your demeanour should be measured and business-like, regardless of how you are feeling internally.
Be direct but tactful Don't bury the issue in small talk or dance around it. State the problem clearly. “I wanted to discuss your account, which is now 60 days overdue” is better than vague references to “a small matter”.
Use neutral language Avoid accusatory words. Instead of “you have ignored our invoices”, try “we haven’t received payment for invoices sent on X and Y dates”. The facts remain the same but the tone is collaborative rather than confrontational.
STEP 3
Discussion
This is where your preparation will pay dividends.
Listen actively Allow the other person to explain their position. You might learn something that changes your approach – perhaps they never received the invoices or they are dealing with circumstances you weren’t aware of. Do not interrupt. Show you’re listening through verbal acknowledgements and appropriate questions.
Acknowledge their concerns Even if you disagree, validate their feelings. “I understand this is frustrating for you” or “I can see why you would feel that way” builds rapport without conceding your position.
Focus on solutions After establishing the facts, shift towards resolution. “How can we move forward?” invites collaboration. Present options where possible, such as: “We could arrange a payment plan or perhaps set up a direct debit to avoid this happening again.”
Stand firm on key points Being professional doesn’t mean being a pushover. If certain outcomes are non-negotiable (perhaps due to company policy or legal requirements), be clear about this: “I would like to help, but I can’t write off the debt without authorisation. What I can do is discuss payment terms.”
STEP 4
Closing and following up
Summarise agreements Before ending, recap what has been decided: “So we’ve agreed you’ll pay £500 by the 15th and the remaining balance by month-end. I’ll send confirmation by email this afternoon.”
Document everything Send a follow-up email outlining what was discussed and agreed upon. This protects both parties and provides a reference point if memories differ later.
Follow through If you have promised to do something, do it promptly. If the other party agreed to action, put a note in your calendar and check whether they have followed through when the deadline arrives.
Three useful techniques
Throughout difficult conversations, these tactics prove consistently effective:
- The pause Don’t feel pressured to fill every silence. Sometimes waiting quietly prompts the other person to offer solutions or concessions.
- “I” statements Frame concerns around impact rather than blame: “I’m concerned about meeting our audit deadline” rather than “you are causing delays”.
- The broken record If someone repeatedly dodges the issue, calmly restate your main point.
Difficult conversations rarely become enjoyable, but they do become easier with practice. Each one you handle builds your confidence and professional reputation, and it’s a skill that others highly respect. Addressing problems directly and professionally isn’t confrontational, it’s exactly what your role as a professional demands. Keep going and the conversations you dread having today will become part of your routine in the near future.
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