The Cost of “Always On” Culture, with Amy Vetter

Burnout is not a personal failure. It is a systems and leadership problem that shows up early and often in accounting firms. In this episode, Amy Vetter shares how the profession’s always-on expectations quietly erode mental health, culture, and long-term firm performance.
Drawing on her experience as a CPA, executive coach, and mindfulness leader, Amy explains why high performers are most at risk, how leaders unintentionally reinforce burnout, and what it actually takes to create sustainable firm culture. This conversation moves beyond surface-level wellness talk and focuses on leadership behavior, boundaries, delegation, and the real ROI of fulfillment.

TRANSCRIPT:

Introduction

Amy Vetter has built her career at the intersection of accounting, technology, and mindfulness. As CEO of The B3 Method Institute, she works with firm leaders to align business performance with personal well-being. She is also the host of the Breaking Beliefs podcast and a leading voice on how advisory firms can grow without sacrificing their people.In this conversation, Amy shares real-world stories from inside accounting firms, explains why burnout persists despite good intentions, and outlines what leaders must do differently if they want to retain talent and build healthier organizations.

Burnout in Accounting

Is a Human ProblemBurnout is often treated as an individual weakness, but Amy reframes it as a human condition amplified by modern work culture. Global data shows that more than half of workers report feeling burned out, and accounting is especially vulnerable due to constant deadlines, client pressure, and high expectations.Amy explains that burnout often affects people who care deeply about their work. These professionals push harder, take on more responsibility, and delay rest until exhaustion becomes unavoidable. Over time, this cycle leads to disengagement, health issues, and turnover.

Why Blaming External Forces Misses the Point

Many professionals blame burnout on external factors like private equity, technology changes, or new leadership. While change can be disruptive, Amy emphasizes that discomfort is not new to the profession. New partners, acquisitions, and evolving expectations have always required adaptation.The key shift is learning to pause and assess what can be controlled versus what cannot. Without this reflection, professionals often carry the same stress patterns from role to role, expecting relief from external change rather than internal clarity.

The Role of Leadership in Firm Culture

Firm culture does not change through policies alone. Amy explains that leaders set the tone through their behavior, not their words. When leaders take time off but hide it, or promote wellness programs they do not use, teams receive a clear message that balance is not truly supported.Sustainable culture change starts when leaders model boundaries openly and consistently. When leaders show that rest, focus, and personal health are priorities, teams feel permission to do the same.

A Real Example of Workplace Transformation

Amy shares an example of working with a managing partner who knew the firm needed to change but struggled to bring other partners along. Instead of forcing top-down change, the firm started by investing in managers and directors.Through workshops focused on self-awareness, delegation, and leadership patterns, these leaders gained confidence and clarity. As their behavior shifted, communication improved and engagement increased. Eventually, partners asked to join the process themselves, reversing the usual resistance to change.This approach led to stronger collaboration, healthier boundaries, improved retention, and measurable revenue growth.

Delegation, Ego, and Control

One of the most common leadership challenges Amy sees is difficulty delegating. This often stems from deeper drivers such as fear of being replaced, people-pleasing tendencies, or the belief that doing it yourself is faster.Amy emphasizes that understanding the motivation behind behavior is more important than addressing the behavior itself. When leaders recognize these patterns, they can empower their teams more effectively and create space for growth.

Burnout, Retention, and Client Relationships

Burnout does not just affect employees. It impacts clients as well. High turnover disrupts trust, weakens relationships, and forces clients to repeatedly re-explain their needs.Amy explains that firms often prioritize client experience without realizing that employee experience is the foundation. Healthy, supported teams deliver better advisory work, build stronger client relationships, and create long-term stability.

Reframing Burnout

Amy offers a powerful reframe: burnout often happens because people love their work. They care, they commit, and they push themselves too far. The goal of leadership is not to eliminate effort but to protect people who want to stay and grow.Boundaries are not a threat to performance. They are a safeguard for it.

Routines, Energy, and Self-Awareness

Amy shares how understanding personal energy patterns is critical for sustainability. What works at one stage of life may not work later. She emphasizes designing routines that support focus, health, and presence rather than forcing trends that do not fit individual needs.This self-awareness allows leaders to show up more fully for their teams and their work.

Final Takeaway

Mental health is not just a personal responsibility. It is a leadership issue with direct impact on firm performance, retention, and growth. When leaders invest in self-awareness, model healthy behavior, and create space for honest communication, firms thrive.True success in accounting is not choosing between results and well-being. It is building systems where both can exist together.