It is well documented that there are cultural differences in communication, so if you were an accountant in your country of origin and are now studying in Canada, you have probably noticed that chats between colleagues, reports, presentations, and even accounting discussions may at times seem unfamiliar or a bit foreign. You may also have found in your class lectures that while ethics and transparency are cornerstones of accounting best practices, their interpretations can vary widely across cultural contexts. Cultural anthropologists classify Canadians as having more “individualistic” tendencies, whereas people from other countries and regions, such as India, China, Africa, South America, the Middle East, and Southern Europe, are said to have more “collectivist” tendencies. While not all cultures fit neatly into boxes, we do know that those with collectivist tendencies tend to prioritize relationship-building over individualistic ones, who rely more on legal frameworks to secure relationships. These different approaches can affect both the content and the manner in which financial information is disclosed. That means that when it comes to making business decisions, Canadians may be more concerned with the technical aspects of disclosure, whereas those more oriented to a collectivist worldview will also consider the relational side. One approach is not necessarily better than the other; it just means the decisions you make may be based on different criteria. Therefore, discussions about ethics and transparency can take on a more nuanced dimension when accountants are concerned that their decisions affect their standing within their families or communities.
Here are a few questions you should ask before you begin to prepare your presentation:
Audience
Who will be your audience?
Having this knowledge is critical to preparing your financial presentation. In China, for example, accounting reports tend to be written solely to satisfy government requirements rather than to appease investors or other constituents. The principle applies to many other countries as well. Remember, what you did back home may have served you well there, but the legal and stakeholder requirements in Canada can differ. That’s why it’s always good to ask questions about Canadian standards and the rationale behind the process. Doing so helps you to better understand the business culture and ease into your role.
Template
Does your employer have an existing template they use or a preferred style of presenting?
If so, it can be extremely useful to have a standard to follow. Don’t be afraid to ask for one; it shows you're interested in succeeding in your position.
Role Model
Is there a presenter or delivery style you admire, or which has garnered praise from your colleagues? What did you notice? Was it how they presented their figures? The explanations they offered? The appearance of their charts? Or, how confidently did they answer questions?
Make note of these points. You may wish to consider incorporating a few of their practices into your own.
Level of Detail
How detailed do your explanations need to be?
Typically, in Canadian culture, we may give an overview first and then wait for questions, rather than provide long-drawn-out talks to “prove” what we are saying. It implies that the listener trusts your analysis and will ask for further clarification if needed.
Let's take a look at two examples
Example 1
You are conducting a presentation to a volunteer board of directors of a non-profit. You understand that many of the directors do not have a financial background, and they may need help interpreting the organization's financial health based on the statements you provided. You may want to start by outlining what each statement represents and offering simple observations regarding revenue, losses, depreciation, and other general details. This way, you avoid overwhelming people who are nervous about numbers. You can let your audience know that you would be pleased to answer any questions they may have.
Example 2
Conversely, a presentation to seasoned financial officers or investors will require a more sophisticated analysis. Anticipate questions and prepare some answers so you won’t be caught off guard. This will help you to stay calmer when providing a response. Remember that questions show interest and should not be taken as someone questioning your work. Your clients are entitled to answers to their questions.
I’ll never forget an Annual General Meeting I attended years ago, when a financial statement was presented, and there was a discussion about funding sources. A question from the audience was posed to the Executive Director. New to his role, he interpreted the audience's question as a judgment of his leadership. Clearly, he analyzed this interaction through the cultural lens of his country of origin. And he was wrong. Red-faced and defensive, he snapped at the person who asked the question, and then there was dead silence in the room and utter discomfort.
Take Away
In my practice, I often find that English as a Foreign Language and ESL speakers feel compelled to add long explanations during presentations. During our discussions, I have learned that there is often an emphasis on “proving” or “defending” the financials they are offering. And while an accountant needs to be prepared to offer critical analysis, it is also important for them to be able to step back and let questions flow naturally, so they can fill in any missing details the audience wants to hear. This is a different approach. New Canadian accountants may find it refreshing because it becomes a more interactive experience. In Canada, where the adage is “time is money”, brevity is appreciated.
A skill you can try to practice is to write out your presentation and look at how you can skim it down a bit. Place the main takeaways from the presentations so your audience has a clear picture of the financials.
Pronunciation
In advance of any spoken presentation, practice the pronunciation of any words you struggle with. Ask for honest feedback from a friend or colleague and insist they correct you. If you are unsure of how a word is pronounced, you can look it up online. Here are a few examples: Audio English and the Cambridge Dictionary. Following these steps will make your presentation sound crisper and more professional, while boosting your confidence.
Sometimes, slowing down your speech can make a huge difference in how you are understood. Remember, there is nothing wrong with having an accent – we all have them. The main goal is to be understood; we are not striving for perfection.
Similarly, if you don’t understand what someone is saying, ask them to repeat it. You may try to summarize what you think you heard. Communication is a two-way street, and asking for clarification shows interest and engagement.
Enriching Your Vocabulary
Challenge yourself to learn more descriptive adjectives for your presentations. Go beyond the standard words like “increase” or “decrease” that seem too basic.
If you haven’t already, consider adding words like the ones below to your accounting vocabulary repertoire.
Adjectives Describing Financial Performance
These help characterize results, trends, and outcomes.
- strong / solid / robust —indicateshealthy performance
- weak / soft / sluggish — signals underperformance
- favourable / positive — results better than expected
- unfavourable / negative — results worse than expected
- stable / consistent — steady performance over time
- volatile / unpredictable — fluctuating results
- accelerating / decelerating — growth speeding up or slowing down
- improving / deteriorating — directional change in performance
Adjectives for Forecasts and Projections
These help frame expectations.
- conservative — cautious estimates
- aggressive — optimistic or ambitious estimates
- realistic — grounded in evidence
Remember that every accountant—immigrant or not—has felt nervous before presenting. What sets successful presenters apart is not flawless English or a perfect accent, but the effort they invest in understanding their audience and communicating with clarity. Adapting to Canadian business culture takes patience, empathy, and curiosity, as well as the support and engagement of instructors, employers, and community members.
Employers and instructors can enhance their cultural competence by asking questions about the business culture in the new accountant’s country of origin. They can note any differences and be prepared to offer any explanations for different practices in Canada. A new immigrant accountant could also benefit from a workplace “buddy” who can show them around and help them become more oriented to their new workplace. One-on-one pairings like these can help build bridges of understanding and provide additional support for a New Canadian.
By embracing cultural differences, strengthening your speaking skills, and choosing vocabulary that reflects your growing expertise, you show your listeners that you are capable, thoughtful, and well prepared. Give yourself permission to learn, to practice, and to grow. With time, your confidence will rise to meet your competence, and your voice will become one of your strongest professional assets.
Never forget that your international experience and unique perspectives are real advantages—valuable assets that can enrich your workplace and set you apart.