Many organizations are addressing the topics of burnout, work-life balance, or always available expectations. As the CEO or president of your organization you automatically think about your business no matter the time, and it is just as automatic to assume your employees have the same perspective. You’ve hired motivated and hardworking people who are as eager as you are to make your business a success. They are sold on your mission, your values, and your organization. They, however, will never feel the same responsibility as you do. They cannot and should not have the same level of commitment.

The term “work-life balance” is a trap, an illusion that suggests a static condition: 50% of time to the work; 30% to family; and 20% to self. The idea of balance is that once you find the perfect ratio, the engine will perform at maximum efficiency until you are ready to stop. The reality is closer to juggling. There are always multiple moving pieces with an awareness of what can be dropped if necessary and what has the potential of causing harm. Imagine juggling a rubber ball, chainsaw and crystal ball all at once. One can be dropped without consequences, and one will send you to the emergency room if ignored. Work and life require constant readjustment for success. 

Adjusting the culture surrounding work, home and health is an advanced topic recommended only when an organization has a culture looking to improve conditions and the capacity to adapt to increasing demands. Changing a culture around work and life relies heavily on trust and the social capital that comes from past successes. 

 

If your organization is ready to learn how to become better jugglers, the Wade Alliance can help.