The same technologies that have enabled people to combine work with caring responsibilities are increasingly blurring the boundaries between the two – with negative consequences for our health and well-being.
There was a time – although it’s hard to remember now – when we had a clear separation between work and other aspects of our lives. Towards the end of the last century things began to change as employers increasingly offered ‘flexible working’ schedules. Initially driven by family friendly policies, flexible working is still seen as the panacea for parents who want to combine work with family. As more and more mothers return from maternity leave the demand for flexible schedules continues to rise. At the same time many employers are re-branding their arrangements as agile – allowing work to be carried out any time, any where.
In reality many of us are feeling pushed to work all the time and everywhere. This is leading to the growth of an #AlwaysOn culture and the consequent negative impact on well-being. Mothers in particular are often so grateful for the ‘concession’ of being able to work flexibly they routinely blur their boundaries. It’s their way of showing commitment to career while trying to meet the high standards demanded of them as parents. The result – as Dr Christine Grant has found – is women exhausted by the triple shift of work then childcare followed by more work once children are asleep. A further risk – identified by Professor Ellen Ernst Kossek – is that blurred boundaries can lead to ‘job creep’ resulting in overwork. As we all know work expands to fill the hours we devote to it!
My point here is to remind you that #AlwaysOn working is not balanced working and should not be confused with well managed flexible working.
How do we make sure our flexible arrangement results in balanced working?
I’ve already written about boundaries earlier this year since boundary management is – in the words of Professor Ernst Kossek – an essential competency for personal and life effectiveness. As an aside, she maintains that effectively managing boundaries not only improves your work-life balance but can also help you be more effective as a leader who manages others.
While the way we set and manage boundaries comes down to personal preference, making a start by putting in some micro-boundaries is likely to improve most people’s work-life balance. Creating those micro-boundaries is down to you. Research has shown that less than half of UK workplaces offer employees any guidance on managing #AlwaysOn technology; and even fewer have a work-life balance policy.
Maintaining boundaries requires mindfulness and self-responsibility. It’s all too easy to fall prey to workplace cultural expectations that say we must always be available to colleagues. And, of course, there are our own expectations that we must be seen to be ‘flexible’ (i.e. always responsive) as our part of the employment bargain. Getting into this frame of mind risks compromising our health and well-being, as well as our relationships with the important people in our lives.
As we work to #rebalance in 2020, let’s drop the guilt and cultivate a belief that to be our best selves and do our best work we’re entitled to a balanced life.
At the end of last year the UK government turned the discussion about flexible working on its head. The Queen’s speech in December 2019 promised legislation to make flexible working the default position for all employees.
When I began campaigning for flexible working 25 years ago a positive business case was essential. Employers assumed a detriment and viewed flexibility as a concession for employees unable to work standard hours. Things have moved on since then. Increasing numbers of UK employees now have a legal right to request flexible working..
Evidence of the benefits that flexible working brings to employers has been accumulating. Flexible and reduced hours workers have been found to be as (and sometimes more) productive as their colleagues working standard arrangements. There has been a growing awareness of the large number of people forced to work below their skills levelin an effort to find flexibility; of mothers holding back from promotionbecause of concerns about work-life balance; and most recently of the enormous benefits that advertising all roles as flexible can bring in terms of attracting a more diverse range of applicants.
Despite this wealth of evidence some employers – and more pertinently some individual managers – remain sceptical. In my book I suggest you can be most persuasive when you develop your personal business case; and that you should think about it at three levels:
- The personal. What’s in it for your manager (and perhaps your team)? The obvious answer here is the resources he or she will lose if your health suffers and you begin to under-perform. If you feel you simply cannot continue in your current arrangement and resign there will also be a financial loss to your employer. Typically this will be the cost of recruiting your replacement and getting her up to speed. And don’t underestimate how much internal knowledge (about “how things are done around here”) you’ve accumulated.
- The wider organisational business case. This is represented by the ways in which your employer benefits from supporting women to progress into senior management.
- The external (PR) level. I’ve discovered that most employers value the kudos associated with an external award (such as Best Employer for Women or Best Employer for Working Families). At the external level there is also an increasing realisation that the internal setup should mirror the marketplace in which your employer operates. So, for example lawyers have told me they would not be received well if they sent a team to a potential client and the team comprised solely of white men.
If you need more clarity around developing your own business case I’ve prepared a free workbook which you can access here.
Along with building your business case goes a mind-set of feeling entitled to flexible working – especially where the latter is part of your strategy for reducing work-life conflict. Knowing that you’re entitled to live a balanced life will give you the courage to ask.
Once you’re clear on how flexible working benefits both you and your employer the next step is to work out what sort of arrangement best suits your needs. Join me next week when I’ll be writing about how to #upcycle your job (and why you should).
Another year has gone by and once more we’re getting ready to celebrate International Women’s Day. This year’s campaign theme is #BalanceforBetter – urging us to take action and build a gender balanced world.
There are plenty of economic, social and moral arguments for gender balance in all aspects of life. In the business world there’s mounting proof that achieving gender balance at all levels will have a positive impact on the bottom line. And in my experience achieving that balance requires an employer to support good work-life balance.
There’s growing evidence that mothers (and an increasing number of fathers) are compromising their careers in their efforts to achieve work-life balance. There’s also considerable research evidence confirming that flexible working is a key factor in supporting women’s career progression. Wider access to well-structured flexible working arrangements often has other benefits. For example, it allows fathers to be more involved in child rearing; which in turn enables mothers to participate more fully in the workplace. In an ideal world our employers would be fully convinced of the benefits that accrue when everyone can work flexibly; and would have practices in place to make that happen.
Unfortunately, we don’t live in an ideal world and we still have a way to go. Waiting for our employers means we could be waiting a very long time. If we want change then it’s down to us to make it happen. To guide our actions we can draw on lessons from previous generations of working women:
- We embrace our pioneering role. The corporate world needs a new band of leaders ready to complete the workplace revolution by modelling new possibilities. Not just for our own sake, but also for the benefit of future generations. Do we want our daughters and sons to struggle with work-life balance in the same way we currently do?
- We connect with our power to source the courage we need to ask for #better. It’s easy to feel disempowered in the face of embedded cultural norms that tell us we must choose between career and caring – we cannot have both. When we dig deep we remember that we’re not only entitled to live a balanced life but that doing so is essential for our wellbeing.
- We take the first step recognising that change often happens slowly and incrementally: and that’s no bad thing. When we’re pioneering new ways of working things will not always run smoothly. We’ll need to make adjustments on the journey; to pause and reflect. And we’ll need to remember that as our life circumstances change we’ll want to restructure again to hold onto our work-life balance.
The International Women’s Day website reminds us that it’s a year-long campaign, not a one-day event. So if you’re ready to join the call and #BalanceforBetter why not make that the focus of your life in 2019? Connect with me and let’s work on Balanced Leadership together.
When we think of courage most of us will think in terms of big, bold, brave acts. Such as – for example – those taken by the Suffragettes a century ago; and which contributed to improved lives for so many women. While few of us are likely to be called upon to demonstrate this level of bravery; we can all be courageous in our everyday lives.
Submitting a flexible working request – particularly in a senior role – may not at first glance appear to be an act of courage, although I choose to see it that way. When we ask in the belief it will improve not only our own lives but those around us we’re demonstrating the courage of our convictions – which the Oxford dictionary defines as being ‘brave enough to do what one feels to be right’.
Challenging a corporate culture that forces us to compromise well being and family time for the sake of our career has to be a good thing. If we don’t then nothing will change and our daughters (and sons) will find themselves in exactly the same position down the line. We’re acting with integrity when we take a stand. Writing in Rising Strong researcher Brené Brown defines integrity as
‘choosing courage over comfort’
Brené’s books are full of great advice on how to be more courageous.
Courage means finding the confidence to step outside our comfort zone. As women we often feel uncomfortable when we think about doing this at work. We know we’ll be criticised regardless of how we step out of line; and there will be people waiting for us to fail (after all terms like the ‘glass cliff’ were not coined for nothing).
How can we cultivate the courage to become Balanced Leaders?
- We start by having faith in the value we bring to our employers; and the contributions we make. Aiming for balance will make us more, not less effective; and more likely to stay in workplaces that desperately need to improve their gender balance.
- We hold onto our sense of entitlement to a balanced life. Balance allows us to be present for all those important non-work moments that add to the richness of our lives. As they say: nobody on their deathbed regretted not working more.
- And we continue to hold a vision of a better working world for the generations of women that will follow us.
Emmeline Pankhurst reportedly said: ‘courage calls to courage everywhere’.
Whether it’s the enormous courage that enabled her to endure or the small everyday courage demonstrated by our grandmothers and mothers as they pressed for progress in the corporate world; it’s all been moving us towards the same end – an improvement in women’s lives.
The corporate world still needs to change; to embrace the value of women’s contributions at every level. As women we must find the courage to change it. If we wait for our employers we could be waiting another century.
So this month I want to encourage you to step outside your comfort zone. Embrace those small everyday acts of courage that will improve not only your own working life but also that of the women around you. Let’s build on the courage of earlier generations of women, grow ourselves into Balanced Leaders and complete the workplace revolution.
Many of us can feel uncomfortable both hearing and saying the word no. It can close down a discussion and runs the risk of generating ill-feeling. It’s also a word we must embrace if we are to be Balanced Leaders.
There are of course two sides to no. The first is when it comes as a response to a request we’ve made. The second is when we find ourselves needing to use it.
When it comes to asking for a flexible working arrangement many women start with the assumption the response will be ‘no’. This is disempowering and closes down creative thinking. Instead begin with the assumption that what you want is possible – even if it takes some negotiating; and you start with a better mind set. No can be the start rather than the end of a conversation. As negotiation expert Natalie Reynolds points out:
When a door closes open it again. It’s a door – that’s how they work.
To reopen the door requires preparation. That means getting very clear on what it is you actually want. Rather than falling into the trap of all or nothing thinking consider whether there may be several suitable alternatives. For example: if you want flexibility to spend more time with the family you may realise a range of working options could suit you. The more flexible you are the more likely you will achieve your desired outcome.
Rather than focusing on a specific working arrangement from the start; ask yourself what a workable solution would look like. Do some research to discover what may already be happening under the radar inside your organisation. And who might have the flexible working experience that will reassure your manager.
Be willing to explore your manager’s concerns. Ask what s/he thinks a workable solution would look like. Ask open questions and listen – these are two excellent skills to cultivate for every area of your life.
Mind-set is as important as preparation. Remind yourself that flexible working is not an inconvenient concession your employer might grudgingly make. A well structured arrangement will not only improve your own well-being – and may be the difference between you staying or choosing to leave your job – but will also impact your productivity and engagement. So feel entitled to ask.
The reciprocal side of no comes when we find ourselves needing to use it – often to safeguard the boundaries that support our work-life balance.
Our desire to be liked will tempt us to say yes. Or we may fear a backlash in terms of a lost friendship. If that’s you then this advice from Holly Weeks – writing for the Harvard Business Review – will help you strengthen your resolve:
- Keep it neutral. Make it clear you’re saying no to the request and not the person.
- Be clear and decisive to avoid giving the false impression you may change your mind.
- Be honest about your compelling reason for refusal. Don’t dilute your no with lightweight excuses.
- Be prepared for pushback; and be realistic. Hearing no is likely to disappoint, or even generate anger.
When all’s said and done those of us who are parents know that our children can be our best teachers in how to navigate no. The skills we develop in dealing with toddler or teenage tantrums will prove invaluable in the workplace. As will the understanding that saying no is all part of the journey; and rarely final.
I’ve recently joined a number of Facebook groups established to support working mothers in their search for flexible jobs. It breaks my heart every time I read another post from a skilled professional woman who’s about to downshift her career because she’s unable to work her current job around her family commitments.
It doesn’t have to be like this. It’s the twenty first century and technology has progressed far enough to enable us to integrate work and caring responsibilities in better ways. It’s the key reason why I’m writing my book. Employers are missing out on the skills working mothers have spent so long developing; while the women themselves are likely to miss out on thousands of pounds in lost income. If you’re thinking of discarding your corporate career then I want to urge you – before you do:
The traditional wisdom has been that women don’t ask – at least where salary is concerned. Research has recently blown that theory out of the water. It seems women do ask, but do not receive as often than men do. Since women understand that, it’s likely to make them reticent in asking. But if we don’t ask then nothing will change.
Stereotype threat can make us reluctant to ask. We try to fit in. We pretend we can manage our caring responsibilities while we work hours that were established half a century ago for men with stay at home wives. We struggle to juggle and to find balance. The thing is: if we’re to become Balanced Leaders we need to stand out, make waves, pioneer what we want.
So how can we ask in a way that’s more likely to get us the flexible working arrangement we need?
- First of all, feel entitled to ask. If you’re a manager then flexible working is not an inconvenient concession on the part of your employer. It’s a smart business strategy to keep you and women like you in the talent pipeline – and to redress the gender balance in the organisation.
- Get very clear on your business case for asking. Identify the knowledge and skills your employer will lose if you leave. Not just the ones that can be replaced by recruiting an external candidate, but all the internal learning that means you know ‘how to get things done around here’; and that makes you so efficient at your job.
- Ask with curiosity. If you were to work your preferred arrangement what would be the impact – both positive and negative – on the stakeholders around you? What are your manager’s key concerns and how would your working relationship look if they were eliminated?
- Ask who else in the organisation has experience of flexible working at manager levels. Who might act as a source of information or an intermediary in your discussions?
- Finally remember that asking is just the start of the negotiation. It may not be resolved immediately. You may need to ask more questions so that you can come up with better solutions.
And if you’re an employer or manager with an employee who is asking please
You may end up agreeing something that’s to your advantage.
Many professional women believe a flexible working arrangement is a concession granted by an employer in the face of inconvenient consequences. This makes them reluctant to ask – fearing they will be labelled as less committed to their career if they do. And they’re often disproportionately grateful for the chance to work flexibly.
When it comes to work life balance the research has shown that having a sense of entitlement makes us more likely to ask. Of course when I talk about a sense of entitlement, I’m not talking about making demands and being unwilling to negotiate. I’m talking of having a feeling of confidence that managing our work life balance is a good thing. Good for us and good for our employer.
What promotes a sense of entitlement? Two key factors are social attitudes and legislation. In the majority of counties (Sweden being an obvious exception) social attitudes are primarily focussed on supporting mothers to combine work with caring for their families. Something which is frequently enshrined in “family friendly” legislation.
When it comes to prevailing corporate cultures however, the message tends to be that while mothers are entitled to work flexibly they must be willing to sacrifice career progression in return. The answer to this is to change the culture – and I’ll be writing about that in my next post. But first I wanted you to understand why you should feel entitled to a balanced working life.
I’m a member of the British Psychological Society’s work life balance working group. In 2010 we commissioned research to evaluate the evidence for the benefits of good work life balance. The results were conclusive.
A healthy work life balance is correlated with more positive physical and mental health and higher marital satisfaction – essential prerequisites if we’re caring for others. What’s more we find meaning in our relationships as much as we do in our work. As the saying goes: nobody on their deathbed regretted not spending more time in the office. And we cannot maintain satisfying relationships or rise fully to our caring responsibilities when we ourselves are feeling depleted.
Better balance is likely to improve our decision making.- of high importance in workplaces where managers and leaders are navigating an increasingly VUCA world. It also correlates with higher employee engagement, improved work performance and lower rates of turnover. Plus there’s evidence the effects of poor work life balance are contagious – particularly in team environments.
The biggest losses occur when you feel your balance is so far out of kilter that your only option is to resign. The career you’ve spent years developing may never recover and your employer loses a skilled and experienced member of staff. That’s not what I want for you. I want you to be able to make your fullest contribution in the corporate world where your skills are badly needed; and to feel you’re living a balanced life. With the support of this blog and my Balanced Leader Programme – should you choose to join me – I believe that’s possible.
So when you feel entitled to a balanced life and step up to champion balance for yourself and your team it becomes an act of leadership with a positive impact on everyone around you.