How to be a better colleague

The emphasis on empathy reflects a broader shift in the profession, with finance teams no longer isolated functions but embedded across organisations, working closely with non-finance stakeholders. This requires considering not only deadlines and outputs, but also how their behaviour affects others’ ability to perform.

Walsh warns that seemingly productive habits can have unintended consequences. ‘Overworking and lots of overtime can create an expectation within teams that everyone should do the same,’ she notes, while poor or delayed communication can ‘lead to unnecessary stress and rework’.

Build trust

A consistent theme is the importance of good communication, which means much more than simply sharing information. Boden highlights that the ability to ‘build trust and be authentic’ is one of the most sought-after qualities among hiring managers. Clear communication, active listening and the ability to engage across teams enable finance professionals to influence and collaborate effectively as business partners.

As finance functions become more data driven, the communication challenge is intensifying. Professionals are expected to translate complex data into meaningful, commercial insight for non-specialists, often under time pressure.

This requires clarity, but also sensitivity to context. Walsh emphasises that technical excellence alone is not enough: ‘How you communicate matters just as much; be clear, but also empathetic to different pressures and perspectives.’

Avoid the blame game

From a leadership perspective, accountability is central to strong team dynamics. Marzana F Chowdhury FCCA, managing director at RSM Bangladesh, oversees multiple teams with diverse personalities and working styles. Her advice is pragmatic: ‘You need to accept and figure out how to work with one another irrespective of shortcomings.’

In practice, that means avoiding blame and stepping up when challenges arise. ‘A good colleague should not disappear when the team is in trouble, and there should be no blame game,’ she says, adding that ‘clear and responsible communication goes a long way’.

This emphasis on ownership aligns with what recruiters see in top candidates. Boden notes that employers value individuals who ‘take ownership of their work and respond constructively to feedback’, alongside curiosity and a willingness to learn.

Be consistent

While culture is often discussed at a high level, the behaviours that define strong colleagues are usually simple. Walsh points to ‘small, consistent habits’ such as communicating early, following through on commitments and being approachable. ‘They bring a sense of calm and reliability, even when the pressure is high,’ she says.

Melanie Coeshott, founder of Blue Diamond and a coach specialising in supporting finance professionals, highlights the importance of proactive relationship building. This includes taking time to understand colleagues’ workloads, offering support at peak times and being clear about expectations.

Equally, she stresses the importance of boundaries. Being a good colleague does not mean saying yes to everything. Professionals need to be ‘comfortable enough to say no when you can’t help or your workload doesn’t allow’.

The balance between being supportive and being realistic is particularly important in high-pressure environments where overcommitment can quickly lead to burnout and team friction.

Be curious

Strong colleague relationships are not limited to peers; they extend across seniority levels. For junior accountants, curiosity and initiative are key.

Walsh advises juniors to be ‘curious, prepared and open to feedback’, while making an effort to propose solutions rather than relying solely on questions. ‘Taking ownership builds trust quickly,’ she says.

Coeshott echoes this, encouraging early-career professionals to actively seek opportunities to learn by asking for additional work, requesting exposure to meetings and seeking advice from more experienced colleagues.

For senior professionals, the responsibility runs both ways. Creating a safe environment where junior team members can ask questions and learn from mistakes is essential to building trust and developing future talent.

Embrace feedback

Feedback remains one of the most powerful, and often underused, tools for improving team performance. ‘Feedback is key to how we learn, improve and support each other to perform at our best,’ says Walsh.

However, its effectiveness depends on how it is delivered and received. Clear, timely feedback focused on the work, rather than the individual, helps avoid defensiveness and encourages improvement. Equally, receiving feedback requires openness and curiosity.

Handled well, feedback becomes a mechanism for strengthening relationships rather than a source of tension.

Check in

The shift to hybrid and remote working has changed how colleagues interact, but not the underlying principles. ‘It’s about staying connected, supportive and reliable, even when you’re not physically together,’ Walsh notes.

In practice, this means being more intentional about communication: checking in regularly, clarifying expectations and ensuring visibility of progress. It also requires greater awareness of how tone and timing can be interpreted in digital communication.

For global finance teams operating across time zones, this behaviour is no longer optional; it is essential for maintaining cohesion and performance.

Ultimately, being a better colleague is about combining expertise with empathy, accountability and strong communication. That way, you can create an environment where both individuals and teams can perform at their best.