Recognising Burnout in Accountants and Tax Advisers

 In the world of professional services, the pace rarely slows. Deadlines roll into deadlines, client expectations grow, and the pressure to deliver quality work never lets up. For accountants and tax advisers, this relentless rhythm can often come at a personal cost.

Burnout isn’t just about being tired or stressed. It’s a state of emotional, physical, and mental exhaustion caused by prolonged pressure and it’s becoming increasingly common across our profession. Recognising it early, in ourselves and our colleagues, is vital if we want to protect wellbeing, sustain performance, and build healthy, thriving teams.

The Early Signs: More Than Just a Busy Season

Everyone has intense periods, the audit season, tax deadlines, or exam season. But burnout is different. It’s what happens when those intense periods stop being temporary and start to feel like the new normal.

The signs often start subtly:

• Persistent fatigue, even after rest.
• Reduced concentration and more frequent mistakes.
• Emotional detachment — feeling indifferent or cynical about work.
• Irritability or shortness with colleagues or clients.
• A sense that nothing is ever enough, no matter how much effort is given.

If you think you are experiencing any symptoms of burnout, I recommend you speak with your GP or health care professional.

In accounting and tax roles, where precision, client service, and deadlines are constant pressures, these signs can be easy to overlook or rationalise. “It’s just busy season.” “Everyone’s stressed.” “I’ll recover after year-end.” But if we’re honest, many never truly do they just move on to the next cycle.

The drive to deliver, to be reliable, and to meet every expectation often means we ignore our own limits. Add to that the perfectionism many of us carry, the belief that “good enough” isn’t good enough and the conditions for burnout are set.

It’s also a profession where stress is normalised. Yet, the irony is that chronic stress doesn’t make us more productive; it makes us less effective, less creative, and more prone to error.

Recognising It in Others

As leaders and performance managers, we have a responsibility to look out for our people and often, we’re in the best position to spot when someone is struggling.

You might notice a trainee who starts missing deadlines or a manager who suddenly withdraws from team discussions. Someone who used to be confident may begin second-guessing themselves. These are not “performance issues”, they may be warning signs of burnout.

A simple check-in, “How are you really doing?” can open a door. It’s amazing how much difference a conversation can make when it’s grounded in care, not correction.

Supporting Recovery and Building Resilience

If burnout is identified, recovery isn’t about quick fixes. It’s about creating space, time, boundaries, and support. Encourage colleagues to take proper rest, not just a token day off. Adjust workloads where possible.

Firms can support this by promoting psychological safety, where people feel they can speak up about pressure without fear of judgment. Regular wellbeing check-ins, manageable workloads, and a culture that values balance all help prevent burnout before it starts.

On an individual level, setting clear boundaries is key. That might mean turning off email notifications after hours, taking short daily breaks, or building in moments of reflection during the week. These habits don’t just protect wellbeing; they sustain long-term performance.

The Bigger Picture

Healthy people make better decisions, deliver higher-quality work, and contribute more positively to their teams.

As accountants and tax advisers, we are trained to manage risk. Burnout is a risk, one that needs to be identified, monitored, and mitigated just like any other.

If we can learn to notice the early signs, to normalise conversations about mental load, and to lead with empathy, we create a culture that sustains people, not just output.