So yes, WLB remains a tightrope act, especially in the PR world. But as with other high-wire performances, it can be done, albeit with lots of hard work and commitment.
This is true for public relations and other jobs and industries. The statistics presented in the earlier part of this article are alarming enough, and the cost of dismissing the issue has just kept rising over the years. ICYMI or have forgotten the stats, read the first part of this article here.
Remember when quiet quitting became the catchphrase post-pandemic? Well, quiet quitting is still happening, in particular among the younger professionals. Either that or they are leaving the job altogether, both of which have consequences for the individual, the team and the company.
The hybrid and remote work setups were deemed a solution, and to a certain extent they do help ease the burden. For some. Many others still find separating home life from work quiet troublesome if the home space and workspace are the same. Indoor confinement for hours on end and the lack of in-person office chitchat that can break the monotony of work countervail the pros of WFH and hybrid arrangement for others.
Awareness about the value of work-life balance and that an imbalance persists in many companies is higher now than in years past, and that is a positive development. Companies and managers previously denied such a concept existed, the same way mental health or any discussion of it carried some stigma.
But even with heightened awareness about WLB, if there is no mindful or intentional and sustained effort to attain it, no long-term success can be expected. Another key thing is to acknowledge that achieving work-life balance is not an individual effort. It involves everyone, from the executive team to middle managers to individual team members. It is a company goal and a team effort.
Employees, in particular those in junior roles or new to the job, may have greater difficulty balancing work obligations and personal life since the focus could be on doing well at work and making a good impression. But at some point, WLB should become a goal, and especially as one takes on more tasks or climbs the corporate ladder.
Here are some things to ponder for team members:
Evaluate the situation. Are you able to handle your responsibilities at work? Have you been doing a lot of overtime and even bringing home work? Do you have time for yourself, your family and friends, your hobbies? If there is an imbalance, how do you feel about it? Do a regular self-assessment to see what progress you have been making in achieving work-life balance and make adjustments to strategies if needed.
Manage workload and time better. There are more tools now to help with better time and project management. Take advantage of these technologies and apps. Make a monthly, weekly and even daily plan, setting priorities for all deliverables. For heavier and more time-consuming projects, learn to break them into smaller tasks that you can spread over several days.
Learn to negotiate. Be upfront if there are concerns about deadlines and work assignments. If being asked to take on tasks outside of one’s responsibility or would compromise urgent deliverables, learn to say no or negotiate. Discuss concerns with people who can help resolve them such as managers or HR personnel. Focus on working things out, not on merely complaining that just stokes negative vibes in the workplace.
Communicate boundaries with teammates. Set and clarify availability to work after-office hours and weekends. Unless overtime or weekend arrangements have been made, respectfully communicating when one can be reached or would be unavailable would manage expectations all around.
Optimize flexible work arrangement. Be mindful of boundaries, however, and stick with them. Sometimes it is harder to separate work from home life when the workspace and the home space are the same.
Practice mindful disconnection from work. If disconnecting from social network will help, try it. A digital detox can do wonders for one’s mental health.
Be wary of the signs of burnout. Persistent tiredness, sleeping difficulty, anxiety, loss of interest at work, trouble concentrating, loss of appetite, even decrease in self-confidence. These are just some of the indicators of work burnout.
Make time for self-care. Block off time for health, fitness and other interests. Start with getting more sleep: Seven to eight hours a day of quality sleep. The country tops Southeast Asia and is ranked fourth worldwide in sleep deprivation. Six for every 10 Filipinos lack sleep, according to the Philippine Society of Sleep Medicine Inc. (PSSMI).1
Seek support and contribute to creating an environment in the workplace where team members can discuss workload and stress concerns and collaborate to find a way forward.
How about team leaders and managers? Being on the frontline and having to face clients and listen to their demands, they certainly feel the brunt of work-life imbalance. It then goes without saying that they need to find the balance for themselves and their team.
Lead by example. Prioritize balancing work and personal life and in so doing promote a culture of productive and smart work ethic without compromising one’s well-being. Expect quality work from the team, but expect them also to have a life outside of the office.
Evaluate team and individual team member workload. Do so regularly. Make adjustments if necessary. Set realistic goals and manage expectations with the team. Assess even the setup and processes.
Encourage open communication. Be sensitive to team members, especially those who may already be showing signs of burnout but cannot verbalize their problems with management. Be empathetic to those who come forward with their concerns and work with them to resolve issues.
Be more sensitive to the signs of burnout or high stress levels in the workplace. Rising incidences of absenteeism and decreased engagement are big red flags. Look into such cases with the goal of evaluating team member well-being and not just impact on targets.
Focus on results, not on input or work hours. Sometimes team members are of the impression that managers put a lot of value on staff looking busy all the time or working late rather than working smart and churning out quality work.
Manage expectations with client. Of course saying no to a client is easier said than done. So master the art of negotiation. Start with knowing the team’s current workload and deadlines to be able to assess capacity to handle additional requests, in particular urgent ones and those outside of SoW. Do this on behalf of the team. Clarify boundaries, especially as regards after-work calls and requests that may disrupt team members’ personal time.
Any efforts by both the managers and individual team members will not amount to much without sustained support from management and the company or organization itself. More businesses now take a proactive approach, but here are additional pointers to consider:
Create a culture that promotes work-life balance. Some companies unwittingly encourage long hours and blur boundaries between work and personal time with their always-on culture. Employees may feel pressured to stay connected all the time, especially if such behavior will keep them in the boss’s good graces. Having too many meetings could also disrupt team members’ schedules and focus, pushing down efficiency instead of encouraging productive work.
Establish and implement HR policies that empower work-life balance. Many businesses nowadays have flexible work setups that do factor in employee well-being. Supplement these with guidelines on extra work hours, open communication, even client management. Ensure supportive leadership for all.
Invest in empowering technology. Lots of tools, including AI, are now available to help employees and the entire organization boost efficiency and productivity without compromising employee well-being.
Encourage professional-cum-personal development. Company performance evaluations sometimes pay too much emphasis on work achievements and career path. If overall individual growth is a key factor, work reviews will also take into consideration how employees can advance both professionally and personally. This is a win-win approach as it reflects investment in overall employee growth.
Establish workplace well-being practices. Besides having an HR that is sensitive and empathetic to the well-being needs of team members, there must be programs and resources (yes, budget included) to support staff mental health and overall well-being. And these initiatives must be for the long term.
Improving mental health in the workplace is a responsibility that must be shared by all. Individual employees must take accountability for achieving WLB at the same time work with company leadership in creating a work environment conducive to all. Findings of the “How We are Working Mental Health and Wellbeing Snapshot Report” by Global Alliance released in January this year revealed 64 percent of PR professionals surveyed find their organizations not having adequate support for mental health. This could be the reason behind the small percentage of respondents (only 32%) feeling comfortable opening up about mental health concerns at work.2 It also calls attention to the urgency with which organizations must realize that this imbalance exists and that they must have a more proactive approach to creating a workplace atmosphere that fuels success but does not risk WLB.
