Why CFOs Need a New Story About Numbers

The numbers tell a story. But not everyone speaks the same language.

It’s a familiar frustration for CFOs: you know what the data means – so why doesn’t everyone else?

Numbers are the native language of finance. They represent precision, discipline, and truth. Yet most people in your organisation don’t think in ratios and returns. They interpret reports through the lens of emotion, ambition, anxiety, or self-protection.

Yet that gap between data and meaning is where modern finance leadership now lives. And closing it requires a skill that’s rarely taught in accounting school: storytelling.

The AI spotlight

Generative AI has made this tension impossible to ignore. Large language models can instantly summarise your data, find patterns, even write reports. They tell persuasive stories – sometimes better than we do.

But what leaders are really craving isn’t more data or sharper dashboards. It’s meaning. They want to believe the numbers; to see how performance connects with purpose.

That’s your job. And AI can’t do it for you.

When I host roundtables with CFOs, one theme always surfaces: the profession’s credibility is built on trust. Colleagues may speculate, but when the CFO speaks, it’s considered fact. The opportunity – and the risk – lies in how that fact is framed.

The stories we tell ourselves

Ironically, many finance leaders struggle with storytelling because of the stories they tell themselves.

One senior finance executive confided that despite years of success, he still wrestled with self-doubt: Am I really making an impact? Am I good enough at this?

That may sound surprising – until you realise it’s universal. Atlassian co-founder Mike Cannon-Brookes spoke openly about his 15 years of imposter syndrome in a TEDx talk. “At any time someone is going to figure this out,” he said. “And honestly, if they did figure it out, you’d honestly think that’s fair enough.”

These private narratives matter. The stories we tell ourselves shape what we believe we can say to others. If our self-talk is dominated by doubt, it constrains our ability to inspire confidence in the story the numbers reveal.

Gallup’s State of the Global Workplace 2025 report found financial-services employees among the most burned-out worldwide – 41 per cent say they feel burned out “very often” or “always.” The inner critic is a real productivity drain because critical narratives dominate the burned out mind.

The Mirror Moment

In The Story Code, I describe what I call a Mirror Moment – the practice of holding up a metaphorical mirror in moments of doubt and asking: Is the story I’m telling myself actually true?

Usually it isn’t. In the case of that finance leader, the evidence said the opposite: multiple promotions, trust from the CEO, a strong track record. He just needed to see himself clearly again.

So here’s the challenge. Before we can tell powerful stories about data, we must first rewrite the stories we tell about ourselves. Self-belief is the foundation of every compelling narrative.

From analysis to alignment

Great CFOs who embody this idea don’t just analyse the numbers; they align. They translate numbers into narratives that move people – stories that connect logic with emotion, data with decision.

Every performance update can follow a simple arc I call the Three S’s of Storytelling: Setup – Surprise – So What.

Setup:                  What’s happening in the business? Numbers, facts, data.

Surprise:              What’s new, interesting or noteworthy? Insights and analysis.

So what:             What are the implications? Why people should care.

Used well, this approach transforms financial storytelling from reporting to belief-building. It shifts the conversation from what happened to why it matters.

From reporting to belief-building

Storytelling doesn’t replace rigour; it reinforces it. When people understand the why behind the data, they’re more likely to trust the decisions that follow.

In the age of AI dashboards and predictive analytics, the CFO’s role is evolving from financial historian to belief and mindset strategist. You’re no longer just reporting what the numbers say – you’re shaping what people believe about them.

Final thought: Before you tell the next story about your organisation’s numbers, check the one you’re telling yourself. Because great leadership of teams begins by mastering self-leadership.

Quick wins for your next board report:

• Start with meaning. Lead with insight, not spreadsheets.
• Show the journey. Frame progress and setbacks as part of a larger narrative.
• Use metaphors. “We’re tightening the sails to weather the storm” lands better than “reducing costs by 5 per cent.”
• Connect numbers to people. Link results to customer or employee stories for emotional resonance.
• Use the Three S’s of Storytelling. End with a clear So What: Reaffirm what success looks like and how the team can make a difference.

About the author:

Mark Jones is an author, executive coach and keynote speaker with nearly three decades’ experience helping leaders and organisations harness the power of storytelling. A Certified Speaking Professional (CSP), he has worked with some of the world’s most recognised brands and interviewed global leaders as a journalist.

His new book, The Story Code: Unlock resilience and influence by rewriting the stories you tell yourself is available from 28 Oct. Visit www.markjones.au   

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