Burnout has become an all-too-familiar companion for many professionals, especially in fast-paced, high-expectation environments like accounting and finance. Long hours, constant deadlines, and the pressure to always be “on” can slowly drain the joy from even the most meaningful work.

There’s good news, though: The antidote to burnout isn’t simply working less; it’s reconnecting with why you do the work in the first place.

In this Q&A transcription from the MACPA’s “Future-Proof” podcast, Bill Sheridan talks with Dr. Tim Naddy, vice president of finance of the Savannah Bananas, about how purpose, culture, and intentional leadership can help individuals and organizations thrive — even amid rapid growth and non-stop demands. Drawing on his experience in public accounting, academia, and now one of the most unconventional sports organizations in the country, Naddy offers candid insights into recognizing burnout, supporting mental health, and building workplaces where people feel energized rather than depleted.

Note: The following conversation is edited for length and clarity. Listen to the unedited conversation here. 

Bill Sheridan: A lot of people will come to this conversation with a mental image of the Savannah Bananas, and what they do. But for the uninitiated, how do you describe the Bananas? I sometimes think of them as a baseball version of the Harlem Globetrotters, but is that accurate?

Tim Naddy: People often compare us to the Harlem Globetrotters, and I get why — it’s an easy reference point. But the key difference is that while we script entertainment elements, the athletic competition itself is real. Our players are highly competitive athletes. Many have played professional baseball or reached elite levels. They’re not out there to throw a game.

We script the show around the game — dances, music, costumes, interactions with fans — but the baseball is authentic. That balance is important to us. The competition matters, and the players care deeply about winning.

Sheridan: The Bananas have exploded in popularity in recent years, to the point where you’re now selling out Major League ballparks. Does that surprise you at all? How much of this did you expect?

Naddy: I wouldn’t say “surprised,” but we feel honored. What we’ve tapped into is something broader than baseball. It’s about how fans want to experience sports today. Across many leagues, fans have come to feel disconnected. Sports became overly commercialized and distant.

We tore those walls down. Our players are accessible. They interact with fans on social media. They make birthday videos for kids. They sign autographs. That human connection is powerful. It reminds people why they fell in love with sports in the first place.

Sheridan: You came to the Bananas after a career in public accounting, consulting, and teaching. What brought you here?

Naddy: Ironically, I applied online. I had been doing CFO services and traveling four or five days a week. I was burned out. I told my wife I needed a change. Then I took a job with what I jokingly call a “traveling circus,” but the difference is that when I show up now, people are happy I’m there.

I came on board in August 2022. It’s been a whirlwind, but it’s also the most fulfilling work I’ve ever done.

Sheridan: It sounds like a fun place to work, but rapid growth can often bring stress. How do you manage that?

Naddy: There’s no typical day here. That’s one of the biggest challenges. Decisions that make sense today may not make sense next week because something new emerges. That can be frustrating for high achievers who want ownership and clarity.

Add travel to the mix and it gets intense. Our front-office teams travel constantly. Some people love that at first, but after a few weeks, it wears on you. You miss your dog. You’re exhausted. You’re eating poorly. That’s when burnout creeps in.

Sheridan: How do you help your team manage that pressure?

Naddy: First, we talk openly about mental health. That matters. We normalize taking breaks and stepping away. If someone needs time off, we encourage it. I tell people, “I need you at 100%, not 50%.”

We also rotate responsibilities so the same people aren’t always on the road. Structurally, we try to avoid stacking three road trips in a row. That’s when personal lives start falling apart.

Sheridan: How do you tell the difference between exhaustion and true burnout?

Naddy: Exhaustion can be fixed with rest. Burnout goes deeper. You see it in body language — the slumped shoulders, the lack of responsiveness, the dullness in someone’s eyes.

The younger generation is actually very good at telling you when something’s wrong. Older professionals — my generation — we’re better at hiding it and saying, “Everything’s fine.” It’s not fine.

When someone says, “I have this problem, but it’s okay,” I stop them. If it’s a problem, let’s fix it. You’re probably not the only one feeling it.

Sheridan: That requires a lot of emotional intelligence from leaders.

Naddy: It does, and it’s on leadership to set the tone. You can’t tell people to “suck it up” anymore. That doesn’t work, especially not with younger professionals.

Instead, you have to pay attention. If someone’s energy has dropped for several days in a row, that’s a signal. Pull them aside. Take them to lunch. Ask what’s going on.

Sheridan: Do you build well-being into how you evaluate success?

Naddy: Yes. We use monthly “temperature checks.” We evaluate people on skills, but also on culture and our fans-first mindset. Those scores factor into bonuses. Everyone shares in the organization’s success.

It sends a message: culture matters. How you treat people matters.

Sheridan: What happens when someone is struggling in a fan-facing role?

Naddy: We address it immediately, but constructively. If someone’s having a bad day, we’ll pull them out of the public eye and put them backstage. We don’t shame people. We support them.

What you can’t do is let negative behavior continue unchecked. If you allow it, it becomes a habit. That’s true in public accounting, too. You become what you allow.

Sheridan: You’ve worked across generations. What differences stand out to you?

Naddy: It’s not a lack of work ethic — it’s a different work ethic. Younger professionals don’t care about 7-to-5 schedules. They’ll work from 3 p.m. to midnight if that’s what works for them.

I don’t care when or where someone works as long as the work gets done and they’re not blocking others. That flexibility helps people stay engaged and avoid burnout.

Sheridan: What advice would you give leaders trying to prevent burnout?

Naddy: Be present. Be observant. Address issues early. Encourage time off before people hit the wall. And remember that joy matter.

When our staff sees the smiles on fans’ faces — kids, parents, grandparents — it reminds them why the work is worth it. Purpose doesn’t eliminate exhaustion, but it makes it sustainable.

Sheridan: You once wanted to work in entertainment. Did you imagine this as the path you’d take?

Naddy: Not at all. It took me 25 years to get back to entertainment. Accounting gave me a foundation that let me move across industries. That’s what I love about the profession — it opens doors everywhere.

Not everyone needs to be a CPA, and that’s okay. Accounting knowledge is valuable in countless roles. The key is finding where your skills and passions intersect.

Sheridan: What’s next for the Bananas?

Naddy: Growth — but thoughtful growth. We’re expanding the league, adding teams, and continuing to refine how we support our people. The pace is fast, but we’re committed to protecting the culture that got us here.

If we lose that, none of this matters.