By Emily Robinson, CEO, London Sport
If I were a real expert at leading from the front with work/life balance, then I probably wouldn’t have needed to ask for another two months extension to get this blog written….But I do have a couple of ideas I’d like to share, to take us away from the martyrdom that can sometimes set in amongst charity CEOs.
And this message is delivered with kindness. This is not another article telling you that you are doing it wrong. I just want to tell you, you don’t need to do it all at once. Partly because, let’s face it, our work in the voluntary sector can never be truly finished. And partly, because I have learnt from painful experience when I have not put my health first. But also importantly, because as the leader in your organisation, you are setting the tone and the example. And your team need to see that work-life balance is achievable, desirable and important. So, if you find it hard to bring that to bear for yourself, at least bring it for your team.
I work five days a week at a charity with approximately 50 staff and a turnover of about £4m. I have two primary school-aged children and all the normal midlife stuff you’d expect from a woman in her mid-forties.
So what things do I put in place to help my work/life balance?
- I work from home at least twice a week, and on those days I try to do some exercise at lunchtime. For me, that’s a gym class because once I’ve made an appointment, I can’t break it! I know movement is my charity’s cause, but it also makes me feel physically and mentally better. That’s better for my team and me.
- I have a separate work and personal phone. I don’t have LinkedIn or work emails on my personal phone, which means I don’t check it during the evening or weekends.
- I don’t send or check emails before 8 am.
- I do not work in the evening once I’ve stopped working for the day, so no late checking emails or writing papers. I do, of course, often need to attend evening events for work, but I pace those out, and think, is it essential for me to go?
- I don’t work at weekends. Unless on the rare occasions (couple of times a year?) where I am invited to an important work event (because our work is connected to sport, this can happen). If this happens, then I take the time back.
- I don’t check my emails on holiday. Ever. Ever.
I do this for me, and I do it because I do not want my staff to do it. If I receive emails from staff outside normal office hours, I check in on them and find out what is going on.
I don’t make good decisions if I am exhausted. And neither does my team. But I also recognise that balance looks different for everyone – this is what works for me, not a blueprint for all – and what matters most is that we can each find a way of working that is sustainable, healthy and right for our own lives
Genuine flexibility and good work/life balance are also key retention strategies, especially in a market where we can struggle to match others on pay. Flexibility and genuine work-life balance consistently come top of our staff survey, which is one of the things I am most proud of, and it applies to all staff at all levels.
Social norms are the unwritten expectations of behaviour. When I’ve told other charity CEOs before that I don’t work late into the evening or weekends, many have been shocked. So much so, that I started to think that maybe I’m the one who has got it wrong….
But I once heard a senior female business leader say that the higher you climb the seniority ladder, the more it doesn’t mean you have to work more hours. You are being paid to make good strategic decisions. Don’t let imposter syndrome or a feeling of needing to fit in make you think you need to work harder and longer than everyone else.
I generally have my best ideas when I’m out for a walk or on the move, not when the battery is empty and I’m running on fumes. So now the days are getting lighter again, don’t forget to check the time, log off, switch and come back the next day refreshed. Because if your to-do list is completely empty, it’s time to shut down the charity.
So leave a little on that list, step away with intention, and trust that a well-rested leader will always take their organisation further than an exhausted one ever could.