"Are we on the same team?" – Tackling the human cost of compliance

This isn’t sustainable. During our recent webinar, ‘From the frontline: how compliance teams are doing more with less’, we had an honest conversation about the human cost of the profession. This blog explores those challenges and offers strategies to build resilience and a better, more supportive culture.

Breaking down the "Us vs. Them" culture

One of the biggest sources of stress is the cultural divide that can form inside a firm. In a recent Thirdfort webinar we heard the story of a director at a firm who referred to their AML department as the "anti-sales team". While it might seem like a harmless joke, this kind of rhetoric has a real impact on morale and reinforces the idea that compliance is a blocker, not an enabler.

A crucial first step is to change this narrative. It's vital to constantly remind colleagues that everyone is on the same team, fighting for the same cause. Compliance is there to support and guide the business, and it is everyone’s responsibility to get it right.

Acknowledging the personal toll

This constant pressure is leading to burnout. Many experienced professionals are considering leaving the profession, and some industry estimates even put the average retention period for a senior compliance professional at just 18 months.

This high turnover is not only damaging for the individuals involved, but for the business too. When new leaders join, they often bring new processes and systems, leading to constant change and confusion for frontline teams. Acknowledging and addressing the root causes of this stress isn't just a "nice to have"; it's a business-critical issue.

Finding your support network

So, how can you build resilience? One of the most powerful ways is to connect with peers outside of your own firm.

This is especially important for those working in a small department or a team of one. Your colleagues in other departments can offer support, but there is something unique and beneficial about talking to someone who truly understands the technical rigour and external pressures of the role. Whether it's through LinkedIn, networking events, or just a coffee with a former colleague, building this support network is vital.

A compliance leader’s guide to protecting your team

For those managing a team, here are some practical ways to protect them from burnout:

• Set firm boundaries: have clear personal and team boundaries on when you will and won't work overtime, reserving it for genuine emergencies like an audit or data breach.

• Hold regular check-ins: it's vital that your team feels their voice is heard. Holding weekly catch-ups or monthly team meetings gives them a dedicated space to raise issues and talk about what's on their mind.

• Jump in to help: if you see a team member is overwhelmed, jump in and help them finish a case or take some work off their plate. Leading from the front and showing you have their back is one of the most powerful things you can do.

Conclusion: People first, compliance always

A successful compliance function isn't just about robust policies and procedures; it's about the dedicated people who uphold them. By fostering a supportive culture, setting healthy boundaries, and building strong peer networks, we can make the profession more sustainable for everyone involved.