Have you ever found yourself, perhaps unknowingly, competing for a medal in the ‘most busy and tired’ Olympics? If this sounds all too familiar, listen up because there is a compelling reason to quit the humblebrag about being busy.

Organisations that indirectly reward workaholism are not sustainable. Creativity and innovation suffer; exhausted employees feel resentful and detached towards their work; decision-making is impaired, and mistakes are rife; and in extreme cases, employee burnout can contribute towards or exacerbate mental ill-health. On the flip side, fostering a sustainable work-life balance leads to greater job satisfaction, higher retention rates, lower absenteeism, and the establishment of a high-trust culture.

To use the words of the vulnerability and leadership expert Brené Brown, ‘If we want to live a wholehearted life, we have to become intentional about cultivating rest and play, and we must work to let go of exhaustion as a status symbol and productivity as self-worth.’

While work-life balance has been a buzzword for decades, the combination of two years of working from home and a new cohort of Gen Zers entering the workforce have reinvigorated discussions. We’re talking about creating a culture of sustainable work and wellbeing. The pandemic provided both opportunities and challenges in establishing a work-life balance. On the one hand, the decentralisation of workplaces has facilitated greater work-life integration, with two-thirds of employees reporting improved productivity at home. They also reaped the benefits of flexibility, with more time for family and personal hobbies. On the other hand, bringing our work and home lives closer has further blurred boundaries, making it even more challenging to decompress and switch roles. Particularly for working parents with young children, the lockdown juggling acts of balancing work with child caring and home learning proved highly stressful and, at times, downright impossible.   

As we emerge into the brave new world of COVID-normal workplaces, it’s time to step back and reassess what needs to be done to combat corporate burnout and create a culture that genuinely values work-life balance.

Strategies that foster a culture of flexibility and balance

• Consider adopting a policy of alternate working hours and core hours.
• Endorse the continuation of hybrid or remote work post-pandemic.
• Provide incentives for staff to take annual leave.
• Restrict or discourage after-hours inbox checking.
• Celebrate non-work wins as well as work-related achievements.

Workplace wellbeing initiatives

• Encourage movement and stretching through the use of standing desks.
• Run lunchtime yoga or meditation classes.
• Provide opportunities for outdoor exercise and socialisation through team sports.
• Encourage participation in corporate challenge programs.

Leadership modelling

• Employers and business leaders must practice what they preach regarding work-life balance; make a point of demonstrating personal life priorities.
• Set boundaries around responding to emails or direct messages.
• Take lunch breaks rather than eating at your desk every day.
• Don’t be a martyr—model delegation skills to take tasks off your plate and entrust projects to team members.
• Model vulnerability and shed perfectionist tendencies—striking a healthy work-life balance is often a struggle. Reflect on learnings and resolve to do better in the future.

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