I recently read an article titled “Beyond the Busy Season Excuse,” over on CPA Practice Advisory (which is an awesome resource) and it really resonated with me, especially as we’re deep in tax season. Burnout in accounting isn’t a new topic, but the article brought up some important points that I think are worth sharing and reflecting on.
I wanted to share some of the insights Amy Vetter shared in her piece and add a few thoughts of my own.
Why Burnout Is More Than “Just Busy Season”
For too long, burnout has been normalized in the accounting profession. We shrug it off with phrases like, “It’s just how it is,” or “that’s public accounting for you.” But the article points out that this mindset is damaging—not just to individuals, but to entire firms. Burnout leads to high turnover, strained client relationships, and stagnation. Replacing a burned-out employee can cost up to 200% of their annual salary.
What hit me hardest was the idea that we wear long hours and overwork like a badge of honor. Responding to emails at 2 AM or skipping vacations isn’t dedication—it’s unsustainable.
Root Causes of Burnout
The article highlighted some key factors that drive burnout in accounting:
- Compressed busy seasons requiring impossible hours.
- Technology that makes it hard to disconnect.
- Unrealistic client expectations for immediate responses.
- A perfectionist culture that leaves no room for mistakes or human needs.
Interestingly, while technology was supposed to make our lives easier, it often blurs work-life boundaries even more.
How to Prevent Burnout
The author suggests that preventing burnout isn’t about another time management hack—it’s about fundamentally changing how we work. Here are a few ideas they shared:
- Structure your day around your natural energy levels. Save mornings for deep work and routine tasks for energy dips.
- Set clear communication windows for clients and use automated responses to manage after-hours expectations.
- Take real breaks, not just “working vacations.”
On a firm level, systemic changes matter too. The article mentioned examples like creating specialized teams for busy seasons or implementing work sprints followed by recovery periods.
Leadership’s Role in Burnout Prevention
As firm owners, you’re the one who set sthe tone. If we’re always on, our teams will feel like they have to be too. The article emphasizes the importance of modeling sustainable practices—taking breaks, respecting off-hours, and having honest conversations about workload.
Final Thoughts
Burnout isn’t just a personal issue; it’s a systemic one that requires action at every level. I’d love to hear your thoughts—what’s one change you could make this week to better support your team or yourself?
Let’s rethink how we approach this profession and stop wearing burnout as a badge of honor.
