The Hidden Cost of Unbalanced Life and Work in Accounting
By Jeremy Clopton, Managing Director at Upstream Academy
Work-life balance is dead. This idyllic equilibrium doesn’t exist.
Balancing life and work requires recognition that holistic success demands both action and constant effort.
We all say we want success inside and outside the office. We all know it’s important.
So why is it still so hard to find in accounting?
Despite more firms talking about flexibility and well-being, many professionals still describe a reality that’s anything but balanced – long hours, tight deadlines, client demands, and constant pressure for accuracy. It’s no wonder burnout has become the norm, not the exception.
Frankly, I thought we were past this. But a friend’s son (a freshman majoring in accounting) heard enough horror stories from outside speakers that he’s thinking about changing majors – after just two and a half months. Turns out, we’re still fighting this battle.
The Reality Behind the Buzzwords
The CPA Journal recently published research showing that while many firms offer flexible work policies, the perceived fairness and usability of those policies is often low. In other words, the options exist, but accountants often don’t feel that they can use them without career consequences. The culture doesn’t match the marketing.
That perception gap is costly. Unfair or inconsistent application of flexible work policies is directly tied to turnover intentions. Meaning it not only hurts morale, but it also drains firm resources and experience, leaving thousands of accountants every year searching for new work or leaving the profession entirely.
And that’s not just speculation. A TaxDome report noted that 99% of accountants experience some level of burnout. Ninety-nine percent. Let that sink in. If nearly every professional in an industry reports burnout, that’s not a personal problem — it’s a systemic one.
Why It Matters for Firms
Balancing life and work isn’t just about making people happy. It’s about protecting the very things firms depend on: accuracy, judgment, and client trust. Separating life and work is nearly impossible. If someone feels they are failing in one area, this will carry over into the other.
Beyond that, ignoring life to work more isn’t even productive. Here’s the thing: working longer doesn’t mean you’re getting more done.
Research from Stanford economist John Pencavel found that productivity per hour drops sharply once people work more than 50 hours a week — and falls off a cliff after 55. Beyond that, extra hours produce almost nothing.
The Harvard Business Review put it plainly: “Long hours backfire for people and for companies.” They lead to more mistakes, slower thinking, and higher costs, all of which accountants can’t afford.
Overwork and sleep deprivation also lead to decreased cognitive ability and increased health risks. In a profession that thrives on precision and compliance, that’s not just a wellness issue — it’s a risk management issue.
Poor balance leads to errors.
Errors lead to lost clients.
Lost clients lead to lost revenue.
The math is simple.
What Leaders Can Do
The good news? Change doesn’t require a complete overhaul — it starts with mindset and small shifts. Future Firm outlined several ways firm owners can make balancing more actionable:
- Plan capacity realistically and don’t expect your team to run at 110% all year.
- Delegate effectively and trust your people.
- Focus on services your team enjoys delivering.
- Build in time for rest and recovery during and after busy season.
Leaders who model these behaviors set the tone for everyone else. Balancing life and work stops being a “perk” and starts being part of your firm’s culture.
The Challenge for Our Profession
Accounting has always been a demanding field. That won’t change. But how you respond to those demands can change. Because the alternative is a workforce that’s exhausted, disengaged, and leaving the profession altogether.
So, here’s the challenge: Don’t settle for policies that sound good on paper. Build cultures that prioritize balancing life and work to unlock team member performance.
As you start planning for your next year, what will you do to make balancing life and work a reality?
