• Current students
      • Student centre
        Enrol on a course/exam
        My enrolments
        Exam results
        Learning Hub data privacy policy
      • Course information
        Students FAQs
        Student induction
        Course enrolment information
        Key dates
        Book distribution
        Timetables
        FAE elective information
      • Exams
        Exam Info: CAP1
        E-assessment information
        Exam info: CAP2
        Exam info: FAE
        Access support/reasonable accommodation
        Extenuating circumstances
        Timetables for exams & interim assessments
        Interim assessments past papers & E-Assessment mock solutions
        Committee reports & sample papers
        Information and appeals scheme
        JIEB: NI Insolvency Qualification
      • CA Diary resources
        Mentors: Getting started on the CA Diary
        CA Diary for Flexible Route FAQs
      • Admission to membership
        Joining as a reciprocal member
        Conferring dates
        Admissions FAQs
      • Support & services
        Recruitment to and transferring of training contracts
        CASSI
        Student supports and wellbeing
        Audit qualification
        Diversity and Inclusion Committee
    • Students

      View all the services available for students of the Institute

      Read More
  • Becoming a student
      • About Chartered Accountancy
        The Chartered difference
        What do Chartered Accountants do?
        5 Reasons to become a Chartered Accountant
        Student benefits
        School Bootcamp
        Third Level Hub
        Study in Northern Ireland
        Events
        Blogs
        Member testimonials 2022
        Become a Chartered Accountant podcast series
      • Entry routes
        College
        Working
        Accounting Technicians
        School leavers
        Member of another body
        International student
        Flexible Route
        Training Contract
      • Course description
        CAP1
        CAP2
        FAE
        Our education offering
      • Apply
        How to apply
        Exemptions guide
        Fees & payment options
        External students
      • Training vacancies
        Training vacancies search
        Training firms list
        Large training firms
        Milkround
        Recruitment to and transferring of training contract
        Interview preparation and advice
        The rewards on qualification
        Tailoring your CV for each application
        Securing a trainee Chartered Accountant role
      • Support & services
        Becoming a student FAQs
        Who to contact for employers
        Register for a school visit
    • Becoming a
      student

      Study with us

      Read More
  • Members
      • Members Hub
        My account
        Member subscriptions
        Annual returns
        Application forms
        CPD/events
        Member services A-Z
        District societies
        Professional Standards
        Young Professionals
        Careers development
        Diversity and Inclusion Committee
      • Members in practice
        Going into practice
        Managing your practice FAQs
        Practice compliance FAQs
        Toolkits and resources
        Audit FAQs
        Other client services
        Practice Consulting services
        What's new
      • In business
        Networking and special interest groups
        Articles
      • Overseas members
        Home
        Key supports
        Tax for returning Irish members
        Networks and people
      • Public sector
        Public sector news
        Public sector presentations
      • Support & services
        Letters of good standing form
        Member FAQs
        AML confidential disclosure form
        Institute Technical content
        TaxSource Total
        The Educational Requirements for the Audit Qualification
        Pocket diaries
        Thrive Hub
      • Member benefits
        Member benefits
    • Members

      View member services

      Read More
  • Employers
      • Training organisations
        Authorise to train
        Training in business
        Manage my students
        Incentive Scheme
        Recruitment to and transferring of training contracts
        Securing and retaining the best talent
        Tips on writing a job specification
      • Training
        In-house training
        Training tickets
      • Recruitment services
        Hire a qualified Chartered Accountant
        Hire a trainee student
      • Non executive directors recruitment service
      • Support & services
        Hire members: log a job vacancy
        Firm/employers FAQs
        Training ticket FAQs
        Authorisations
        Hire a room
        Who to contact for employers
    • Employers

      Services to support your business

      Read More
☰
  • The Institute
☰
  • Home
  • Articles
  • Students
  • Advertise
  • Subscribe
  • Archive
  • Podcasts
  • Contact us
Search
View Cart 0 Item
  • Home/
  • Accountancy Ireland/
  • Home/
  • AI articles

Work-life balance for the c-suite

May 19, 2019

Studies show that members of senior management are always 'switched on' for business and, unfortunately, don't feel they have the right to turn off. Is this to the detriment of not only themselves but also the business? Paul Stephens explains.

Feeling the pressure at work is not a new phenomenon, but for some, advances in technology have exacerbated the issue. The ‘always on’ culture associated with mobile phones and digital media can make it difficult for people to find a healthy equilibrium between the two.

‘Always on’ culture

Research from the Close Brothers Business Barometer, released last week during Mental Health Awareness Week, highlighted that 40% of all senior business leaders ‘do not switch off’, and one in three say that they never turn off their mobile phone.

Those in senior financial roles reported a similar struggle to find a positive work-life balance. Two-fifths of Finance Directors and CFOs said that they feel their business requires them to be available at all times, and only a third turn off their phone in the evening or at weekends.

However, those in the most senior roles were most intensely impacted, with 60% of Chief Executives and Managing Directors saying they were ‘always’ switched on for business.

This continuous pressure can hurt both the individual and the business. A lack of downtime can increase stress levels, reduce effectiveness and have a negative effect on mood.

Benefits for everyone

Positively, there are signs that workplaces are taking note of the issue. Companies are promoting wellbeing by encouraging behaviours such as flexible working, leaving on time and taking regular breaks and holidays.

However, more still needs to be done to ensure that employees at all levels receive support. According to our research, nearly a fifth of senior decision-makers say that wellbeing practices do not apply to them, and a further 13% said that they are only partially relevant.

It is vital for the good of the person and the company that wellbeing and mental health initiatives are accessible to all staff, regardless of their seniority. Aside from reducing stress, ensuring that the workplace is a pleasant place to be can bring tangible benefits such as increased productivity, reduced absenteeism and a more committed workforce.

Senior figures should lead by example. By working cohesively and ensuring workloads are shared, we can all improve work/life balance.

Four things senior management can do to ensure a good work-life balance

Keep meetings on time

If a meeting is meant to start at 3pm and end at 5.30pm, stick to the agenda and work as efficiently as possible. Make sure everyone – including the most senior manager – is out of the office on time.

Learn to delegate properly

Be willing to trust the people you hired or work with to get the job done. Micromanaging is bad for office morale and even worse for time management.

Insist on taking time off

Schedule in the time you will be on holidays or unreachable and stick to it, regardless of what comes up, and respect when your staff want to take time off, too.

Know that balance is different for everyone

‘Balance’ for one CEO can mean something different for another. If you don’t mind working 12 hour days but want to be free once you’re home and on the weekend, that’s OK. That’s your definition of balance. Take the time to think about what balance means for your life and how it would ideally work.

Paul Stephens FCA, Dip Tax, Dip Corp Fin is the Head of Corporate and ABL at Close Brothers.

*All figures unless otherwise stated are from a GMI survey conducted April 2019. The survey canvassed the opinion of 896 SME owners and business managers from several industries across the UK and Ireland on a range of issues affecting their businesses. The survey was commissioned by modern merchant banking group, Close Brothers.

The latest news to your inbox

Useful links

  • Current students
  • Becoming a student
  • Knowledge centre
  • Shop
  • District societies

Get in touch

Dublin HQ

Chartered Accountants
House, 47-49 Pearse St,
Dublin 2, Ireland

TEL: +353 1 637 7200
Belfast HQ

The Linenhall
32-38 Linenhall Street, Belfast
Antrim BT2 8BG, United Kingdom.

TEL: +44 28 9043 5840

Connect with us

CAW Footer Logo-min
GAA Footer Logo-min
CARB Footer Logo-min
CCAB-I Footer Logo-min

© Copyright Chartered Accountants Ireland 2020. All Rights Reserved.

☰
  • Terms & conditions
  • Privacy statement
  • Event privacy notice
LOADING...

Please wait while the page loads.