Burnout isn't a badge of honor

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By Janet Berry-Johnson | for Net Gains

We'll say it: Accounting isn't exactly known for its work-life balance. But that doesn't mean burnout should be baked into the business model.

Enter Lauren Baptiste, CPA, a former Big 4 pro turned coach and founder of Acheloa Wellness. With over a decade in public accounting and a mission to help firms keep their best people from hitting a wall, Baptiste is pulling back the curtain on what's really driving burnout. Hint: it's not the lack of pizza parties.

This fall, she is launching “Retained by Choice,” an online training program to support middle management professionals from the effects of burnout. In this candid Q&A with The Net Gains, she shares red flags firm leaders should watch for, why middle managers are often left behind and how to build a career that doesn't come at the cost of your health.

How does burnout affect a firm’s ability to hire and retain top talent? Are there any early signs firm leaders should pay attention to?

Burnout is one of the most costly and under-addressed challenges in accounting. Firms spend heavily on hiring without realizing they’re onboarding already-burned-out professionals. Retention (not recruitment) is where the real ROI is.

Burnout is especially prevalent in middle management, where experienced seniors, managers and senior managers are expected to “figure it out” without support. They’re overworked, undertrained and constantly navigating ever-changing demands. 

Early signs vary from professional to professional but can include sarcasm, frequently complaining to peers, the first “less-than” performance review or an uptick in sick days. Subtler cues include delayed client responses or emotional withdrawal at team events.

What shifts can accounting firms make in their work environment or leadership style to reduce burnout risk and increase long-term retention?

Firms often try quick fixes (i.e., happy hours, swag or Pizza Fridays), but these are just band-aids that fail to address the actual problem. To reduce burnout and retain top talent, they must focus on actual solutions. That starts with listening to middle management and taking immediate, meaningful action.

To solve burnout, leaders must address the root cause of stress: chronic understaffing, lack of training and unrealistic workloads. “Transformational support” means fixing the system, not just the symptoms. A resilient firm culture helps professionals thrive, not just survive.

When developing talent, how can firm leaders support women who are balancing high-performance expectations with personal and family responsibilities?

Many women, especially at the leadership level, carry the mental load both at home and at work. They’re the ones fielding doctor calls, managing family logistics and tying up loose ends at work. It’s no wonder they often feel like they’re failing at both. The answer isn’t to lower the bar; it’s to provide actual support that provides them the tools to thrive.

Coaching and personal development programs help women build capacity without personal sacrifice. Leaders also need to model healthier ways to lead, because no one wants to follow in the footsteps of a burned-out partner who never sees their family.

What advice would you give to accountants and bookkeepers who want to grow their careers or their teams but don’t want to sacrifice their health or happiness in the process?

Take ownership. Your firm won’t save you; neither will the government or your spouse. I learned this the hard way in 2013 after I burned out and landed in the ER. I was part of the problem: saying yes to everything, striving for A+ workpapers and staying silent when I needed help. The shame set me back, financially and emotionally.

Burnout recovery starts with self-awareness and action. Most of my clients come to me on their own because they know their career and health are their responsibility, not someone else’s.

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The Net Gains is curated and written by Janet Berry-Johnson and edited by Bianca Prieto.