In the world of senior finance, audit, and tax roles, technical expertise is just one piece of the puzzle. Equally important is the ability to build trust, influence others, and communicate effectively. One often overlooked technique that can help achieve this is mirroring - the subtle practice of reflecting someone else’s behaviour, tone, or mannerisms to create rapport and connection.
Mirroring can take several forms. Body language mirroring involves subtly adopting a similar posture or gestures to the person you are engaging with. For instance, if a client leans forward while explaining a concern, leaning forward slightly yourself conveys attentiveness and alignment. Speech and tone mirroring involves matching pace, volume, and language. If an executive speaks slowly and thoughtfully, mirroring that cadence rather than rushing your response signals respect and understanding. Even behavioural mirroring, such as adopting similar energy levels or small habits, can reinforce a sense of harmony and trust in professional interactions.
The effectiveness of mirroring lies in its ability to trigger subconscious signals of familiarity. Humans naturally feel more comfortable and connected with people who behave in a similar way. In interviews, subtly mirroring an interviewer’s body language or tone can help establish a positive connection, while in client meetings, it can make complex discussions smoother and increase receptivity to your advice. A senior finance professional might, for example, mirror a client’s gesturing style when presenting a tax planning recommendation, helping the client feel understood and engaged.
It is crucial, however, to exercise subtlety. Overdoing mirroring can appear forced or even mocking, undermining credibility. The key is to be natural and empathetic: respond to cues in the conversation, adjust gradually, and remain authentic. Used thoughtfully, mirroring is a powerful tool that complements technical skill, allowing senior professionals to influence, persuade, and foster trust in business contexts. As one senior partner once noted, “Knowing the numbers is important, but understanding people is what makes the numbers matter.”
