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This is the fourth
installment of Prophet Margin, the column that highlights members and
debates hot topics in the field of Consulting Psychology. As wisdom
assumes many forms, everybody from experienced consultants to students,
to transitioning or emerging professionals are expected to participate
in this forum that showcases not only the intellectual capital, but
the fellowship of this organization. This month features the second
installment of our 2-part series on Work-Life balance.
"Imagine life as a game in which you are juggling five
balls in the air. You name them - work, family, health, friends,
and spirit - and you're keeping all of these in the air. You
will soon understand that work is a rubber ball. If you drop
it, it will bounce back. But the other four balls - family,
health, friends, and spirit are made of glass. If you drop
one of these, they will be irrevocably scuffed, marked, nicked,
damaged, or even shattered. They will never be the same. You
must understand that and strive for balance in your life."
Brian Dyson, CEO of Coca Cola Enterprises from 1959-1994
"Time is the coin of your life. It is the only coin
you have, and only you can determine how it will be spent.
Be careful lest you let other people spend it for you."
Carl Sandburg
The Ever Elusive Work-Life Balance (Part II)
Adrianne McVeigh, Ph.D.
With demands in the workplace steadily increasing and technology providing
instant access to employees regardless of time and place, work-life
balance (or rather, the lack thereof) has become a growing concern in
our society. Although definitions of work-life balance vary, common
elements among these definitions include the notion of equality between
experiences in both work and other (e.g., family) roles, as well as
high levels of satisfaction and effectiveness among these roles. Lack
of work-life balance (e.g., work-family conflict) has been associated
with various negative outcomes such as job dissatisfaction, increased
likelihood of mental illness, marital dissatisfaction, burnout, job
turnover, and general life stress (Adams, King, & King, 1996; Allen,
Herst, Bruck, & Sutton, 2000; Frone et al., 1992b; Frone, 2000;
Parasuraman, Purohit, Godshalk, & Beutell, 1996). Therefore, there
is an obvious need to help employers and employees alike find positive
solutions to the "work-life challenge."
In order to gain insight into how consultants tackle the issue of work-life
balance with clients and in their own lives, I posed the following questions
to three consultants and members of Division 13:
Think of a time when assisting a client in achieving work-life balance
was a primary issue in your consulting work.
1. How do you explain the value of work-life balance to companies?
Ann Evangelista
- Use metrics. Companies are always willing to support initiatives
when they make good business sense. Track work-balance initiatives
and individual or team productivity and show correlations. Conduct
individual or company surveys regarding morale, etc. to demonstrate
that organizations perform better when people are happy and productive.
- Encourage organizations to try new things - slowly. Companies can
be fearful that somehow, if employees begin telecommuting, or have
flexible work hours, performance will rapidly deteriorate. Encourage
companies to introduce new initiatives slowly, so there is time to
see the value of these initiatives clearly.
- Use business models. Many of the most successful organizations have
leaders and approaches that encourage balance. In Good to Great, Collins'
Level 5 Leaders are fully committed to the business's success, but
also know when to take a break from the business. Good leaders drive
the business; great leaders know when they must stop and "refuel
the tank" to be able to drive the business efficiently and effectively.
Lynne Hornyak
I'm not often in the position of having to promote work-life balance
to companies. I do it primarily with individual leaders. And, I tend
to frame the issue as their "total health picture" rather
than "work-life balance."
If I was in the position of explaining it to a company, I might start
by asking a number of questions, for example, about the corporate culture
regarding work hours, working on weekends, being in constant communication
with the office, travel demands, "business comes first" attitudes;
what type of person makes it in the organization and who does not; about
cases of leaders who surprisingly derailed, had an ethical complaint
raised against them, "burnt out," quit, or died suddenly;
possibly about the divorce rate among senior executives and the number
of leaders who have decided to "sideline" for family reasons.
Then I'd ask how much those events cost their company, financially and
organizationally.
Based on what I hear, I might share some recent research that supports
the business case for attending to total health. The work of Goleman
and Boyatzis and McKee are favorites as well as recent statistics or
examples that I cull from newspapers and journals. I'd discuss what
a total health focus would entail. Finally, I'd address what they might
expect to see as a "return on investment" for their company
in terms of increased productivity, responsibility and accountability;
enhanced capacity to motivate and energize their team; enhanced customer
service, etc.
Michael Madera
When asked to make the case for work-life balance in organizations,
I draw from many sources and strategies, depending on the underlying
concerns in the organization.
Some leaders are convinced by research data. I would point to the work
done by psychologists in identifying the conditions and benefits of
a Psychologically Health Workplace, as one approach. There are also
many well-researched studies of the benefits of empowered workers. I
would point out that stressed and overworked employees are not likely
to deliver outstanding business results.
For leaders swayed more by personal experience, I seek examples in
their own lives and tell stories rich in detail and impact. Once someone
recalls the experience of sleep deprivation, frustration, and over-exertion
of cramming for exams or caring for newborns, they usually make a visceral
connection: when things are out of balance, productivity suffers.
For the more humanistic leaders, I participate in more inspiring conversations
about creating health and sustainability for themselves, their companies,
and their communities. For others, this vision is a welcome sight in
the midst of competing priorities and confusion about how best to leave
a positive legacy.
2. What have been the biggest challenges to maintaining work-life
balance as a consultant and how have you dealt with them?
Ann Evangelista
- Travel. I currently travel roughly 60-70% of the time. Of course
this wreaks havoc on work/life balance! I maintain a commitment to
my health and relationships by:
o Taking my running shoes and jump rope everywhere. I never travel
without my workout gear. I skip restaurant dinners and drinks in favor
of finding a gym wherever I am. (no closet-sized hotel "exercise
room" for me!). I stop at a grocery store or deli and pick up
a salad.
o Set limits. I can only do my job well when I've had a chance to
refresh and recharge. While I enjoy my clients, I typically limit
my engagements with them to the business day; after that I need down
time to do so.
o Use technology to stay in contact. I maintain my relationships with
family and friends through my cell phone, email and instant messaging.
While it does not take the place of face-to-face contact, knowing
my family members or friends are on "IM" the same time I
am helps me feel close and connected. I call family members on my
way to/from the airport.
- Competing demands when I'm home. When I am in town, I am involved
in several community activities: I serve on committees for two different
nonprofits, and sit on the Board of a third. I am an active triathlete
and am mentoring a team of individuals competing in a race to raise
money for leukemia and lymphoma research. I have a house, a dog, friends,
bills, and all the other demands of day to day life. To manage this
all effectively, I:
o Prioritize. I try to keep a running list of what needs to be done
when. Staying organized and planful is critical to juggling multiple
demands effectively.
o Saying no. This is my area of greatest development - I want to do
everything! But I've been trying to do a better job of recognizing
my limitations and when I'm overstretched. I'm trying to do a better
job of saying no to new things, and sometimes admitting when I need
help or simply cannot do something.
o Make time for what's important. While schedules and obligations
are omnipresent, there are times when taking care of others or myself
simply must be priority. If it is a gorgeous Fall Saturday, I might
put all those things aside to go for a hike and a picnic with friends.
I try to remember that, if I don't stop and enjoy all that is around
me, all the hard work in the world is meaningless.
- High expectations. In a company of high achievers, who work with
high driving, high-achieving clients, "stagnophobia" can
easily become the prevailing undercurrent. In order to offset this,
I must continue to set realistic expectations regularly. I have realized
that my fears of disappointing others by saying "no" or
finding different times to do things are largely that - my own fears.
Others recognize our limitations and do not truly expect the world
of us. Others would rather we do better at less than do more and create
mediocre results. Of course, I must be aware of my own high self-expectations.
- Get thee to therapy. As psychologists, I believe we have an obligation
to maintain awareness of our own psychology, in order to understand
its impacts on our client work. Regularly engaging in psychotherapy
(with a trusted psychologist) is of paramount importance in helping
me work through client issues, as well as deal with the challenges
of the work/life balance.
Lynne Hornyak
I'm one of those people who's had a longstanding pattern of self-sacrifice,
so I understand that dynamic well. My family placed a strong value on
responsibility, loyalty and productiveness - all good qualities but
ones that often tip the balance toward serving others to the detriment
of self. I also really get excited and enjoy my work so I'm not always
attuned to the number of hours I'm devoting to it. And, being a consultant,
there's the typical issue of being called when a client needs you, so
there's not a steady state to the work load.
For those reasons, I have to stay very conscious about my choices:
What is my responsibility and what is someone else's part? How many
hours am I going to work today and how many hours go toward my health,
relationships, other activities? If I'm training for five days this
week, when am I going to give myself some 'down time?' Am I taking on
too much work right now and why? Am I feeling connected to or distant
from my sweetheart-am I spending enough time with him? It takes persistent
mindfulness.
I pay attention to feelings of annoyance and irritability as well. They're
my typical signals of "being out of balance". When I feel
those feelings, I ask myself "What are you tolerating? What is
out of whack here?" That's usually enough to get me back on track.
I was diagnosed with a health condition almost four years ago. Since
then, I'm much more conscious of taking time for rest, exercise, medical
appointments and other self-care activities. I feel the costs of not
paying attention to those needs acutely. Honestly, I'm not sure that
I'd have as much "balance" in my life if I hadn't gotten that
wake-up call. My body won't let me forget what I need; that's the silver
lining.
Michael Madera
Ahhh... I knew this question was coming.
For me, as a conceptual and less-disciplined thinker by temperament,
I have worked very hard to achieve a balance by getting and using external
structures. Prioritizing matrices, careful scheduling, and religious
use of my PDA have helped me keep track of and manage my affairs.
We all play multiple roles in life. As owner of a small business, father
of 2 boys under 5, husband and colleague, I work to be mindful of the
competing commitments I make in each of these roles. I find being a
business-owner to be most challenging, as I don't have a clear "boss"
or set of expectations... I have both the full responsibility and freedom
to decide what each day will contain.
I also find much counterbalance to the busyness of life in the pursuit
of my passions. I really enjoy the endorphin rush of competitive sports-
tennis, ice hockey, ultimate Frisbee, all help me release and recalibrate
from all the cerebral heavy lifting this work requires. I also write
songs and play guitar in a weekend rock band... an adolescent passion
that I have the privilege of indulging into my mid-40s (and it's a lot
cheaper than a new red Corvette!)
Ann Evangelista Psy.D., MBA
Dr. Ann Evangelista is an Executive Consultant with Corporate Psychology
Resources. Her areas of specialty include individual and team development,
workshops and training facilitation, executive assessment, leadership
development, succession planning, executive coaching, and partnering
workshops. While Dr. Evangelista travels roughly 70% of the time, she
is firmly committed to serving her community. In addition to coordinating
employee volunteer work within CPR, she serves on several nonprofit
Boards and as a triathlon mentor for Team in Training (the Leukemia
and Lymphoma Society). Dr. Evangelista was recently recognized for her
commitment to service by the Atlanta Business Chronicle's "Up &
Comers: 40 Under 40" awards.
Phone: 404.965.5212
Email: aevangelista@corporatepsych.com
www.corporatepsych.com
Lynne M. Hornyak, Ph.D., PCC
Dr. Lynne Hornyak is a clinical psychologist and coach who brings over
twenty-three years of experience as a therapist, educator, trainer and
author to her work in personal leadership development. She maintains
a full-time coaching and consulting practice in Washington, DC., working
both in person and by telephone. Her clients are professional men and
women including corporate executives, entrepreneurs, senior-and mid-level
managers and other professionals. In addition to maintaining a thriving
therapy practice for eighteen years, she has worked as the director
of a mental health clinic, taught psychology courses at the Pentagon,
conducted workshops and trainings in her specialty areas, and edited
two professional books.
Phone: 202.387.5923
Email: Lynne@LMHServices.com
www.LMHServices.com
Michael D. Madera, Psy.D.
Dr. Michael Madera is a licensed psychologist with 18 years experience
in the areas of individual development, counseling and organizational
consulting. His company helps leaders and organizations grow- through
executive and leadership coaching, pre-hire and developmental assessments,
team development coaching, and helping innovate and evolve in line with
business strategy. Clients include NYSE and NASDAQ-listed corporations
in financial services, marketing, high-tech manufacturing, software,
internet services as well as individual executives seeking leadership
coaching. Michael has conducted pre-hire and developmental assessments
for over 400 candidates and managers, and has coached over 60 professionals,
managers and executives. Michael is immediate Past President of the
New England Society for Applied Psychology (www.NESAP.org) and a Contributing
Member of the Executive Coaching Forum (www.theexecutivecoachingforum.com)
Phone: 781.393.8964
Email: michael@maderapartners.com
www.maderapartners.com
Adrianne McVeigh, Ph.D.McVeigh is a consultant with TalentQuest in Atlanta,
GA. Her areas of interest and practice include executive assessment,
360 feedback, and working with family businesses. She holds a Doctoral
degree in Clinical-Community Psychology from the University of South
Carolina and received her undergraduate degree from Dalhousie University
in Halifax, Nova Scotia. She is currently assisting Division 13's Education
& Training Committee in the dissemination of Distance Learning seminars
and recordings to graduate programs. In her spare time, she enjoys hiking,
cooking, playing with her dog Toby, and traveling to far-off places.
Phone: 404.357.2350
Email: adriannemcveigh@gmail.com
Resources
- Harvard Business Review on Work and Life Balance
www.hbsp.harvard.edu
- Beyond Work-Family Balance :Advancing Gender Equity and Workplace
Performance
Rhona Rapoport, Lotte Bailyn, Joyce K. Fletcher, Bettye H. Pruitt
- Work-Life Integration: Case Studies of Organisational Change
Suzan Lewis, Cary L. Cooper
References
Adams, G. A., King, L.A., & King, D.W. (1996). Relationships of
job and family involvement, family social support, and work-family conflict
with job and life satisfaction. Journal of Applied Psychology 81(4):
411-420.
Allen, T. D., Herst, D.E., Bruck, C.S., & Sutton, M. (2000). Consequences
associated with work-to-family conflict: A review and agenda for future
research. Journal of Occupational Health Psychology 5(2): 278-308.
Frone, M. R., Russell, M., & Cooper, M.L. (1992b). Prevalence of
work-family conflict: Are work and family borders asymmetrically permeable?
Journal of Organizational Behavior, 13, 723-729.
Frone, M. R. (2000). Work-family conflict and employee psychiatric disorders:
The national comorbidity survey. Journal of Applied Psychology, 85(6):
888-895.
Parasuraman, S., Purohit, Y.S., Godshalk, V.M., & Beutell, N.J.
(1996). Work and family variables, entrepreneurial career success, and
psychological well-being. Journal of Vocational Behavior, 48: 275-300.
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