Martin Osler

Burnout is a well-recognised challenge in accountancy. According to research, almost four fifths of accountants acknowledge it’s a problem in the profession. With Mental Health Awareness Week (May 12–18, 2025) now underway, it’s time for industry leaders to reflect – and act.

Accountancy is a respected and rewarding career, but it is also demanding. Complex services, tight deadlines, and high-performing professionals can combine to create a recipe for burnout. While our staff surveys don’t suggest widespread issues with severe burnout, we’ve recognised the need to be proactive in supporting wellbeing.

Our HR team is reframing the conversation around workplace wellbeing by asking: How do we help people have more good days at work? Rather than focusing solely on mental health challenges, we’re seeking ways to make work more enjoyable, productive, and positive.

One of our first actions was joining the Mindful Business Charter, which promotes mindful workplace habits. These include avoiding contact outside working hours and reconsidering the need for emails or large CC lists. We’ve also adjusted calendar settings, so meetings end five or 10 minutes early, giving people time to recharge. These small changes can have a big impact.

Our culture encourages leadership at every level, fostering solution-focused conversations. Our JC Aspire programme includes wellness education, while our leadership course, accredited at Masters-level by Strathclyde Business School, explores how to build high-performing teams that support wellbeing. One session focuses on distributed leadership, where everyone is involved in shaping change. Delegating mindfully and ensuring others are equipped to succeed are key to maintaining a healthy, productive workplace.

We support hybrid working and flexible hours, and we have trained mental health first aiders operating across the business. Our employee-led Balance group, part of our People and Culture Forum, promotes wellness across the firm.

A crucial part of Balance’s work is encouraging openness. Members of our senior leadership team and board have shared their own mental health challenges on internal channels, covering topics such as grief and workplace stress. When senior leaders speak up, it gives others permission to do the same.

To stay ahead of burnout, support must be strategic and meaningful. Token efforts – such as one-off wellness workshop - have limited long-term value if they are not followed up or widely shared. We aim to embed lasting change across the business.

One major source of workplace stress is poor performance. Addressing concerns promptly can lead to better outcomes for everyone - whether it’s support, improvement, or a change in role.

Accountancy attracts driven, talented professionals. Yet we often neglect our own wellbeing. One of our mantras, “Quality Starts with Me,” applies just as well to mental health and enjoying work.

We’re not perfect, but we’re progressing. In our recent people survey, 91% agreed that we have a fair, people-focused workplace, and we’re now certified as a Great Place to Work. The goal of helping people have more good days is ongoing—but it’s one we’ll always pursue.

Martin Osler is partner and chief people officer at Johnston Carmichael