Balancing act: how the generations handle work/life balance.

• Author: Spieker, Sandra L.
• Position: Cover story

Old gladiators facing young lions is how some might describe the struggle between the generations. The battle only gets more complicated when the two sides circle each other over the issue of work/life balance. For some, self sacrifice, or "paying your dues," through late nights and weekends at the office is just part of joining the accounting profession. Younger generations wonder, however, whether it is worth sacrificing family and a personal life for the chance to be the last one standing in a highly competitive arena.

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Things aren't what they used to be. Technology has created a 24-hour workday. New compliance regulations have spiked the demand for auditors and experienced CPAs. Delayed retirements mean an ever wider range of ages have to find a way to work together.

To get to the bottom of these issues, Catalyst editorial staff assembled a group of Ohio Society members to discuss work/life balance amidst a cross-generational work force.

Moderator

Jerry Esselstein, CPA

Jerry Esselstein Consulting

A senior level accounting professional, Jerry has more than 30 years of experience in public accounting and industry. He currently focuses on business advisory services and project management.

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The Participants

Julie Corrigan, CPA

Tax manager, Plante & Moran

Julie's 20-plus-year career in government and public accounting is currently focused on state and local tax consulting.

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Paul Etzler, CPA

Controller, Skoda Minotti and Company

Paul brings more than 15 years of service in a variety of public accounting firms and industries.

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Frank Festi, CPA

Partner, Rea & Associates

Frank has 30 years of experience with the firm. He is currently focused on tax and business consulting.

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Bob Richardson, CPA

Financial Inventory Manager Consumer Group, Sherwin Williams Company

Bob has three decades of experience in a variety of corporate auditing and accounting positions.

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Paul Weisinger, CPA/ABV, CVA

Supervisor, Walthall Drake and Wallace LLP, CPAs

Paul's 11 years of experience includes government and public accounting. Paul is responsible for engagement planning and supervision, staff training and business development.

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Esselstein: Do you feel you work as much as other people in your firm? Are the workloads fair?

Weisinger: Everyone at our firm pulls their weight, though not everyone has the same type of work.

Esselstein: Do those above you perceive you as working as hard as they worked when they were your age?

Weisinger: I would say yes. My firm values work ethic, not work obsession--there is a difference. If your work is good, you're going to shine. My firm definitely lets us know that we've done a good job.

Esselstein: Frank, are there people at your office who are work obsessed?

Festi: I think members of the older generation are perceived as workaholics. For a lot of them, work gives meaning to their lives; it is aligned with their passions.

Esselstein: They'd rather work than go home?

Festi: Well, it's a large part of their everyday lives. I don't know if they would say they live to work. It's just that they enjoy what they are doing and the people they're associated with.

Esselstein: Work obsessed, I like that term versus workaholic.

Weisinger: Workaholic has such a negative connotation. There has to be a balance and that balance is good work ethic. That's what we are striving toward.

Etzler: I agree. I think for the most part partners in public accounting or CEOs in industry perceive that they work harder than anyone else. And it appears that a lot of time they do.

When I first started with the firm, one of our managing partners said in passing that there isn't a time when he doesn't think about work. He wasn't saying that as an expression. He honestly thought about work 24 hours a day. Now, he still had a personal life and a family, but his perception was that if others aren't doing the same thing, then how are they helping the firm?

When I went back into public accounting, I felt the need to leave my cell phone on 24 hours a day. That's where there is a generation gap. The staff will ask me when they have to work 55 hours a week. Even the really strong performers ask this. To me, it isn't a matter of "have to." You know when you need to put in that extra effort. At the partner level, it is 24 hours a day.

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Richardson: I think there was a time when people were work obsessed because they saw management doing it. They wanted to imitate what management was doing. However, over time they realized that what they produced was more important than how many hours they put in.

It used to be about face time. If your boss was at the office, you were there too--no matter what. We had a manager who would come in on Saturdays and do desk checks. If you weren't there, he'd ask you on Monday where you were.

The company has since changed for two reasons:

1) Technology allows us to do more with fewer people.

2) Gen X and Gen Y don't want to work 60-70 hours a week. They will do it for short periods of time, such as busy season and month-end closings, but not as a lifestyle. Otherwise, they'll just leave the company or the accounting profession.

Corrigan: It's not that Boomers had it harder, it was just different times and took longer to do things. The spreadsheets and tax returns were all done manually. Now it doesn't take as long to do things because of technology and best practices.

Esselstein: With technology, you can now work...