Small Shop. Big Burnout. By Sonya von Heyking, CA, CCSA, CIA, CRMA
“I
have the greatest job in the world – No day-to-day boss, no staff to manage, and complete control over my work. It’s a great place to be in.”
I’ve said this, or something close to it, at least a dozen times over the last eight years as a small shop auditor. Whether you are the leader of a small shop or a team member, having control over your project is pretty dreamy.
I even believe the story. After all, daily contact with one’s boss makes it difficult to be perfectly at ease, even when the boss is a fantastic colleague. Managing staff is another challenge because it requires giving some of your own energy to others. Remove those factors and you remove two big workplace stress contributors.
But wait, there’s more. In addition to personal autonomy, there’s a healthy dose of professional autonomy. Whether you are the leader of a small shop or a team member, having control over your project is pretty dreamy. “Just leave me to my own devices and I will get this done, and done well.” And by the way, there are no high-pressure deadlines on that project either. You can take the time to get it right. Pinch me. Considering how we traditionally characterize stress – pressure, deadlines, people issues, overtime – the life of a small shop auditor should be burnout-free. It’s not. Not even close. DON’T BE DECEIVED BY THE ABSENCE OF TRADITIONAL STRESSORS All the benefits of being a small shop auditor can be stressors in disguise. I stumbled upon an article on “Role Stress”, a topic principally defined by Dr. Udai Pareek. It was illuminating and consoling. Many of the stressors Pareek identified not only exist in small shop auditing, they define it. Sonya von Heyking, CA, CCSA, CIA, CRMA is the Director, Internal Audit at the University of Lethbridge in Alberta. Responsible for all internal audit activity, her diverse projects have included economic analyses of academic and research programs and activities, advisory and facilitation engagements, traditional assurance assignments, and workplace investigations. Sonya holds the Chartered Accountant, Certified Internal Auditor, Certification in Control Self-Assessment and Certification in Risk Management Assurance designations. ACUA Summer 2014, Vol. 56, No. 2
It’s time to rethink stressors, to recognize and respect that the characteristics that make our modest departments attractive also wear us down. Although my modest submission isn’t consistent with scholarly and scientific definitions of burnout and workplace stress there is value in applying a charitable interpretation when we look at our own environments. There is also comfort in acknowledging that, despite the seemingly perfect arrangement, we’re allowed to burn out, and grumble occasionally about our perfect jobs. Project autonomy enables small shop auditors to handle an engagement from cradle to grave. It necessarily requires shifting your focus from high level objectives to low level details and back again several times. This role fluctuation is exhausting and involves some mental gymnastics. There’s something to be said for a well-defined set of tasks, or at the very least a consistent lens. If you aren’t convinced, try changing the prescription in your eyeglasses every few hours and tell me how you feel at the end of the day. Although professional freedom is a joy of the job, we need to be mindful of the stress it adds and be purposeful in how we manage that stress. Small shop auditors are required to gain proficiency in an array of technical areas – often very quickly. In a college environment, this includes medical protocols, research grant requirements, 30 COLLEGE & UNIVERSITY AUDITOR
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Lastly, the life of a small shop auditor almost always means being the single point of contact
cost accounting, student services, motor vehicle pools and myriad other specialities. While the varied competencies and skill sets can give you a boost professionally and personally, being a jack-of-all-trades and master of all trades takes a lot of energy. Personally, I love the endless learning of the role, but admit that one of its great benefits also contributes to a great deal of fatigue.
for every aspect of an
Lastly, the life of a small shop auditor almost always means being the single point of contact for every aspect of an engagement. You are frequently responsible for engagement. maintaining relationships with all stakeholders: internal, external, auditees, governance bodies and senior executives. Managing relationships and communication with diverse groups, who bring disparate and perhaps competing expectations requires a nimble and professional disposition around the clock. Although these relationships are often rewarding, the role ambiguity they engender is also a source of stress. But there is a silver lining in all these stressors. The aspects of our profession that create the strain are the things we brag about at parties. It’s why we shy away from complaining to our frazzled corporate friends that work is wearing us down. We love these parts of the job. ACKNOWLEDGE, RESPECT AND TREAT STRESS Find ways you can recharge your professional batteries. This can be as involved as a new certification, or as modest as a lunch session or online training module. Connecting with other professionals while gaining a skill set, away from the office, often provides much needed energy. But connecting doesn’t need to be centered on development. Sharing experience, advice, or just a cup of coffee can be a real infusion of energy. Find professionals near you and get together once in a while. Attending a conference usually fires me up for another six months of work just because of the social interaction. Another professional’s perspective, or just another voice in the room can really turn things around when you are in a slump. In addition to building
Rethink your department goals – are you working to complete the audit plan, or to external connections, stay effect meaningful change? Are you being fair about how you measure your role? If you perpetually feel behind, then you probably aren’t acknowledging the varied demands in touch with auditees on your time and how that affects your productivity. Consider changing your value and other departments proposition while remaining within the standards. Measure your success according to within your organization. realistic goals – and pat yourself on the back once in a while. In addition to building external connections, stay in touch with auditees and other departments within your organization. If you encourage a positive cycle of information related to audit results and process changes, those relationships might be easier to manage because they aren’t always centered on the testing work. This helps develop good relationships, gets you out of the audit box, and refreshes your view of the areas you work with.
I’m not a stress management expert, but I am a single-person audit shop. I am also a dedicated audit leader, and a reflective professional. I hope this column can start a conversation, and if you have experiences or comments to share, then let’s connect. n
ACUA Summer 2014, Vol. 56, No. 2
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Don’t put all your eggs in the work basket. It’s tempting to do it all when that is your job description, but you have to engage in other activities. I run. Not well, mind you, but it allows me to be attentive to myself for a while. Find something you enjoy and allocate time to doing it without checking your email or finishing your file notes.