Being seen to go home at a reasonable time will empower your staff to do the same – and everyone will benefit.
By Karen Mattison, Co-Founder, Timewise
As flexible working becomes more widespread, most forward-looking leaders are on board with the big-ticket issues, like the value of flexible hiring or the need to create roles with flexibility built in. But less well-known, perhaps, is the impact that smaller, personal actions can have.
I was reminded of one of these recently, when a 2017 article about leaving loudly popped up on the Timewise Instagram feed. The article focused on Robbert Rietbrook, then CEO of PepsiCo Australia and New Zealand, and his belief that bosses should model the behaviour they want to see. Or, as he puts it, “If you are younger or more junior, you need to be able to see your leaders go home, to be comfortable to leave”. Based on my experience, and the conversations I’ve had, he’s spot on.
When a company’s leaders are focused on time spent at a desk rather than work done or objectives achieved, it leads to an unhealthy workplace culture. One in which people leave jackets on chairs to give the impression they’re working late. In which working parents feel they have to sneak out down the back stairs at 5pm (despite having started early to compensate). It can even cause people to struggle in when they’re unwell, which can affect their long term mental and physical health.
In contrast, if you’re a leader who chooses to leave loudly, you’ll send a clear message about your views on work-life balance:
It may seem like a tiny shift; but the impact is anything but. Leaving loudly helps create a positive working environment in which your staff are trusted and supported to work in the way that suits them best, with a sustainable work-life balance.
From a straight business-case perspective, this will have a positive effect on issues such as retention, productivity and absenteeism. From a human one, it will ensure you’re creating a culture in which your team know that they are valued and are able to thrive.
And it’s not just about hometime; there are other small changes that can help set the right tone. For example, making it clear on your signature that you don’t expect an instant response to out-of-hours emails will reinforce the fact that you value your employees’ free time.
So yes, let’s tackle the big stuff, like being proactive about offering part-time or flexible working arrangements and championing those who do so. Let’s make sure we create properly flexible roles that allow people to balance their work and home lives successfully. But let’s also leave loudly, and show by example that balancing work and life really is OK.
Published December 2019
