Balance at the Top: Encouraging Work–Life Effectiveness for …wall.oise.utoronto.ca/inequity/2mclean.pdf · 2010-08-23 · work–life balance” is one of the top five characteristics

Gender Diversity Tool Kit

Resource No. 4

Balance at the Top: Encouraging Work–LifeEffectiveness for Executives

by Denise McLean, Penny Brady, and Kimberley Bachmann

About The Conference Board of CanadaThe Conference Board of Canada is the foremost independent, not-for-profit applied research

organization in Canada. We help build leadership capacity for a better Canada by creating andsharing insights on economic trends, public policy issues, and organizational performance. Weforge relationships and deliver knowledge through our learning events, networks, researchproducts, and customized information services. Our members include a broad range of Canadianorganizations from the public and private sectors. The Conference Board of Canada was formedin 1954, and is affiliated with The Conference Board, Inc. that serves some 3,000 companies in67 nations.

About The Centre of Excellence for Women’s AdvancementThe Centre of Excellence for Women’s Advancement, a unit within the Conference Board’s

Organizational Performance group, carries out applied research on specific key questions relating to the retention, development, and advancement of women in Canadian organizations.Based on the research, the Centre is developing practical and timely learning and developmentstrategies to help organizations to fully access, develop, and utilize the skills and resourcesthey have available to them. The Centre plans symposia and provides executive briefings onwomen’s progress in leadership positions in Canadian organizations. It is funded by some ofCanada’s leading private and public sector organizations.

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©2003 The Conference Board of Canada*

Balance at the Top: Encouraging Work–Life Effectiveness for Executives

Gender Diversity Tool Kit—Resource No. 4Printed in Canada • All rights reserved • ISBN 0-88763-580-6

*Incorporated as AERIC Inc.

Why the Gender Diversity Tool Kit?................................1

Chapter 1. The Business Imperative ..............................3

Chapter 2. Work–Life Effectiveness—An Executive Issue ..5

Chapter 3. Factors Influencing Work–Life Effectiveness ....7

Impact of Executive Job Characteristics on Women and Men ......................................................7

Role of Organizational Culture ..................................8

Chapter 4. Strategies and Solutions ..............................9

Creating a Climate for Change ..................................9

Organizational Actions ............................................9

1. Encouraging Flexibility: Liberalizing the Time/Location Demands of Work ................9

2. Managing the Workload: Structuring the Job to Fit the Time Available ..........................11

3. Providing Support Resources: Equipping the Individual with Practical and/or Personal Support ........................................................13

Individual Actions..................................................15

Chapter 5. Summary ..................................................17

Chapter 6. Next Steps ................................................21

1. Establish the Business Case ................................21

2. Understand the Work–Life Issues and Culture in Your Executive Team ..........................21

3. Set the Tone for the Organization ........................21

Contents

This research was made possible through the support of charter member organizations of The Centre of Excellence for Women’s Advancement of The Conference Board of Canada.

The authors would like to acknowledge charter member representatives who provided comments on this report. Special thanks to Judith MacBride-King, Director, Human Resource ManagementResearch, The Conference Board of Canada.

• AT&T Canada Corporation• Bank of Montreal• Bell Canada and Bell ActiMedia• Canada Post Corporation• Canadian Imperial Bank of Commerce

• Deloitte & Touche LLP• Hydro Québec• Sears Canada Inc.• Treasury Board of Canada Secretariat• Xerox Canada Ltd.

Why the Gender Diversity Tool Kit?

Research conducted by The Centre of Excellence for Women’sAdvancement at The Conference Board of Canada has found a significant gap between senior women managers’ and chief executive officers’ (CEOs’) perceptions concerning theprogress and advancement of women in Canadian organiza-tions. Specifically, in both the private and public sectors,women executives perceived significantly less progress thandid chief executives. Women were also more likely to lookbeyond the numbers—percentage of women in managementpositions—and cite issues related to organizational cultureand attitudes that stifle change.

The challenge for employers, therefore, is to address head-onthe perceptions of executive women that progress has beenslow. By focusing on the priorities of women managers,organizations can more effectively benefit from gender diversity to enhance performance.

According to the research, those priorities that make anorganization “best in class” for Canadian women include:• demonstrated commitment to work–life balance;• programs, including effective professional development

programs, that attract and retain women at all levels ofthe organization;

• demonstrated CEO commitment to gender diversity;• a focus on harassment and organizational culture, includ-

ing publishing of harassment policies and monitoring ofcomplaint resolutions; and

• periodic organizational audits, including reviews of performance criteria and evaluations, to assess systemicbarriers to women’s advancement.

Best-practice employers understand that fostering workplacediversity requires proactive intervention and concerted effort.Thus, the Gender Diversity Tool Kit has been developed toinform executive and front-line managers about effectivepractices that address barriers to the development, retention,and advancement of Canadian women.

Managers can use the tool kit to:• gain a better understanding of the gender barriers

faced by women;• develop programs that foster workforce diversity;• create measures that can be integrated into employee

performance reviews;• communicate information about the importance of

respectful workplace relationships; and• establish policies and practices that make employees

aware of and accountable for inappropriate behaviour that inhibits women’s advancement.

Balance at the Top: Encouraging Work–Life Effectiveness forExecutives is the fourth in a series of information resourcesthat address key issues identified by women executives ashallmarks of a women-friendly organization. Each report inthe Gender Diversity Tool Kit presents further analysis of theConference Board’s data, information from related Canadianand international studies, best practices, case studies orvignettes, and employer tips.

The Conference Board of Canada1

ABOUT THE GENDER DIVERSITY RESEARCH PROGRAM

The solid foundation for the research program of The Centre of Excellence for Women’s Advancement was established through its ground-breaking study, Creating High-Performance Organizations: Leveraging Women’s Leadership, published in June 2000. A comprehensive surveywas completed by more than 600 executives, including chief executive officers, human resources professionals, and women executives at thelevel of vice-president (or equivalent title) or higher. These results were supplemented and explored through in-depth telephone interviews with94 executives from the three survey groups. The conclusions and insights from the study have informed the Centre’s work and have providedthe direction for an ongoing program of publications, symposia, and executive briefings.

The Gender Diversity Tool Kit is a series of publications that provide executive and front-line managers with practical insights for addressing thekey issues identified by women executives. The three earlier publications in the series are:• Sexual Harassment Is Still a Management Issue• Chief Executive Commitment: The Key to Enhancing Women’s Advancement• In the Pipeline or on the Sidelines: Is Your Leadership Development Working for Women?

These documents can be obtained from The Conference Board of Canada.

Chapter 1. The Business Imperative


Could This Happen In Your Organization? . . .

Fiona Douse was an executive and top research scientist at ABC Company.1 She had been with the company forapproximately 10 years and had been consistently one of its top innovators. The birth of her triplets greatly increasedFiona’s challenge in balancing the demands of work andhome; yet her organization made no move to support her.At the same time, a competing firm aggressively recruitedFiona. This firm worked to understand her situation andoffered her a tailored, multi-dimensional package to suither personal needs, including support to find high-qualitychildcare, daily transportation for her children to and fromthe caregiver, additional staff resources for research sup-port, and flexibility in her job. The competing firm’s pro-active and individualized approach allowed it to win this“battle for talent.”

Work–life balance issues facing executive team memberscan have a significant impact on an organization’s perform-ance. Canadian workers tell us that in today’s fast-paced,connected world, reconciling their work and personal lives poses greater challenges than ever before—and thatexecutives set the tone for the rest of the organization.Attraction and retention, individual focus and satisfaction,and organizational productivity and bottom-line resultsare all at stake.

It is essential for top management to understand that:• fulfilling their work and personal commitments can

be a challenge for executives;• female and male executives in general face different

work–life issues; and• the response to executive work–life issues must address

the organization’s culture regarding flexibility, control,and capacity, and practical solutions must be tailoredto the individual executive’s needs.

Canadian organizations tell us that they need high-performing executive talent more than ever before. Recentresearch by The Conference Board of Canada reveals thatCanadian executives and chief executive officers (CEOs) aretroubled by an overall shortage of “bench strength” forimplementing major change and for leadership roles intheir organizations.2 In this context, the loss of talentedmen and women, both those on the executive team andthose with potential for advancement, puts organizationsat a disadvantage: it presents competitive risks, exacer-bates talent shortages, erodes employee satisfaction, andgenerates replacement costs.

Loss of women executives, already in short supply in mostorganizations, should be a particular cause for concern. A growing body of research shows that a more diversepool of executive talent goes hand in hand with betterbusiness results. Harvard Business Review recently citedresearch that found that those Fortune 500 companieswith the highest percentage of executive women financiallyoutperformed the median for their industry.3

Our research with executive women revealed some of thecritical factors prompting them to leave their employers.These include an inhospitable organizational culture,incompatibility of culture and values, and insufficientsupport for personal and family commitments—all issuesthat can relate to the challenges executives face in recon-ciling their work and personal lives.4 In research conductedby the Conference Board’s Centre of Excellence for Women’sAdvancement, executive women indicated that “fosteringwork–life balance” is one of the top five characteristicsthey look for in determining whether an employer is “firstin class” for Canadian women.5 The 300 executive women,regardless of their status as parents, ranked a demonstratedcommitment to work–life effectiveness as one of the toptwo gender diversity performance measures for an organiz-ation. Retaining women through a workplace that fosters

1 While based on an actual event, the names in this vignette have been modified.

2 P. Benimadhu and J. Gibson, Leadership for Tomorrow: Playing Catch-up with Change (Ottawa: The Conference Board of Canada, 2001).

3 R. Adler, “Women and Profits,” Harvard Business Review, Nov. 2001, Vol. 79, Issue 10, p. 30.

4 P. Griffith, J. MacBride-King, and B. Townsend, Closing the Gap: Women’s Advancement in Corporate and Professional Canada (Ottawa: The Conference Board of Canada and Catalyst, 1998). Also see B. Orser, Creating High-Performance Organizations: Leveraging Women’s Leadership (Ottawa: The Conference Board of Canada, 2000).

5 Orser, Creating High-Performance Organizations.

The Conference Board of Canada 4

effectiveness in both the work and personal spheresfor all employees will enhance the overall leadership quality of the organization and encourage the diversitythat is required for improved efficiency, effectiveness, and performance.

Work–life issues for workers in general have become afocus for many organizations. However, the particularimpact these issues have on executive women’s lives andwork has not been fully explored, and few organizationshave effective strategies for understanding and acting onwork–life issues for their female executives.

This fourth publication in the Gender Diversity Tool Kitseries outlines the factors to consider in understandingwork–life issues at the executive level in an organization.It summarizes research findings that reveal the work–lifechallenges faced by executive women. It provides tips andideas on how to identify and constructively act on work–life issues within an organization. Finally, it providesexamples of three categories of solutions identified byexecutive women:• flexible work arrangements• workload management• support resources


Over the past decade, work–life “balance” has achieved a high profile in the public press and organizationalresearch. In a broad-based survey of Canadian workers,The Conference Board of Canada found that the percentageof employees who report having difficulty in balancingtheir work and personal responsibilities increased from 20 to 28 per cent through the 1990s.6

While work–life balance is an important issue for all workers, the executive role has distinctive challenges inthis area. Most executives work long hours, travel, andhave extensive outside commitments. Additionally, theirwork responsibilities are generally far-reaching in theorganization and have high visibility, which can lead to additional stress and greater work demands.

An often unstated myth suggests that executives do notsuffer from, but rather thrive on, long days and a freneticwork pace. However, an increasing number of executivesreport that these work characteristics actually inhibittheir on-the-job performance.

• Recent research by the Association of Public SectorExecutives (APEX) found that 63 per cent of retiringgovernment executives consider balancing work andpersonal life a very important factor in their decisionto leave; 51 per cent cited concerns with work–life balance as a very important reason why they did notseek a promotion.7

Chapter 2. Work–Life Effectiveness—An Executive Issue

Work–Life: From “Balance” to “Effectiveness”

1 The Women’s Executive Advisory Panel is a continuing survey sample of more than 250 executive women in Canadian organizations who provide their personal perspectiveand input to the Centre’s research.

When asked what work–life balance meant to them, executive womenon our Advisory Panel provided us with a variety of definitions.1 Fromtheir comments, it became clear that work–life is not an objectivemeasure of a number of work hours or a given amount of non-workactivity. It is their personal experience of their current life situation.Analyzing the content of their responses brought out three themes:making choices, meeting commitments, and fostering wholeness. In their own words, here are some of their definitions:

Theme 1: Making Choices“. . . recognizing that both [work and personal life] are priorities and that there are times when I have to make a decision which of the two issues facing me takes precedence over the other.”

Theme 2: Meeting Commitments“. . . doing everything that I want in my personal life and still meeting or exceeding work expectations.”

Theme 3: Fostering Wholeness“. . . the ability to feel good and relatively satisfied with the aspects of one’s life that matter.”

What these executive women are looking for is different from what isoften implied by “balance.” These women, in fact, speak more of whatone might call “work–life effectiveness.”

Work–life effectiveness is more than finding an arbitrary split betweenpersonal and professional responsibilities; it is about being satisfiedwith the ebb, flow, and interchange of the two in one’s life. Work–lifeeffectiveness reflects workers’ drive to achieve success and satisfactionin both their personal and professional lives. At times, personal pur-suits and needs will require focus from an employee, and at othertimes, professional responsibilities will take centre stage. For anorganization, supporting work–life effectiveness means creating a context and providing the assistance to help employees reconcile thework and personal spheres of activity for greater satisfaction with both.

The three themes of making choices, meeting commitments, and fosteringwholeness can be useful reference points when developing organizationalstrategies and solutions. First, they can prompt fuller consideration ofthe breadth and depth of work–life effectiveness, leading to meaningfuldiscussion and creative ideas for approaches. Second, they can providea “litmus test” for each proposed solution: i.e., confirm that a particularapproach will give executives the control to make choices and the flexi-bility to meet varying commitments and that it is tailored to help themachieve satisfaction and a sense of wholeness in their lives.

6 J. MacBride-King and K. Bachmann, Is Work–Life Balance Still an Issue for Canadians and Their Employers? You Bet It Is! (Ottawa: The Conference Board of Canada, 1999).

7 Executive Cadre Retention and Transition Planning Survey: APEX Conclusions and Recommendations (Ottawa: Association of Professional Executives of the Public Service of Canada, 2001). Available at www.apex.gc.ca


• Women executives in an Ontario-based study reportedgreater overall job satisfaction than did women in sixother job categories,8 yet they also reported greatertime demands, more work–family stress, and more overall life stress.9

• In a survey of private sector CEOs in Great Britain, 31 per cent said they had a high level of stress in theirlives, 19 per cent said the mental and physical demandsof the job had compromised their health, and 16 percent had considered changing jobs in the previous sixmonths to reduce stress or sacrifices made in their personal lives.10

The impact of dissatisfaction and stress due to conflictingand unresolved work–life demands can be particularlydamaging at the executive level. As indicated above, manyexecutives recognize the issue and choose to “opt out”—to not pursue leadership opportunities or to leave theorganization, reducing an already short supply of leader-ship bench strength. Others may not recognize the issueand continue to struggle, often creating organizationalproblems similar to those well-documented for workers in general, such as lost time and reduced productivity.However, at the executive level, there is a higher mon-etary cost to any absenteeism, wider impact from the loss of leadership for the work group, greater visibility of failure, and more broad-based repercussions of poorjudgement.

Conversely, the beneficial impact of improved work–lifeeffectiveness can also be significant. Research has shownthat taking time for personal interests and family canenhance on-the-job performance. The Centre for CreativeLeadership’s study of women managers found that inter-ests, roles, and responsibilities outside work can providepractical skills and psychological support that enhanceeffectiveness on the job.11

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Watch for the warning signs. Be observant and watch-ful for early indicators that one or more members ofyour senior team are having difficulty, and ask yourHR team to do the same. Some warning signs include:• uncharacteristic behaviour;• frequent absences;• inability or unwillingness to delegate;• poor physical health, low energy levels;• irritability; • poor judgement; and• lack of focus.

8 The job categories were: chief executives, managers, professionals, teachers, healthcare workers, office workers, sales workers, and non-traditional workers. The chief executive andmanager categories were grouped for this comparison.

9 D. Nelson, “Health, Stress and Success,” Academy of Management Executives, Vol. 14, Issue 2, May 2000.

10 Industry Week (UK), November 20, 2000, accessed on-line, May 2002.

11 M.N. Ruderman, P.J. Ohlott, K. Panzer, and S.N. King, “Benefits of Multiple Roles for Managerial Women,” Academy of Management Journal, Vol. 45, Issue 2, April 2002.

In order to take appropriate action towards achievingwork–life effectiveness for executive women, an organiz-ation must understand two factors that exert a substantialinfluence on outcomes: the different impacts executive job characteristics have on women and men, and the roleculture plays in the organization.

IMPACT OF EXECUTIVE JOB CHARACTERISTICS ON WOMEN AND MEN

The characteristics of an executive position (such as longhours, limited division between personal and business time,and extensive travel) create many work–life challenges forboth men and women. However, it is important to note thatthe same job characteristics often affect the work–lifeeffectiveness of female and male executives differently.

For example, consider workload and day-to-day responsi-bilities. While many female and male executives share job characteristics, many women are still responsible forthe majority of the domestic/family responsibilities. Thisphenomenon, which sociologist Arlie Hochschild labelledthe “second shift” for women12—where they work all dayat the office, then come home to domestic/family respon-sibilities—is a key to understanding many work–life effec-tiveness issues for executive women.

Additionally, the fact that women executives are still few in number can lead to extra demands on their time in terms of representing the organization at events, mentoring others, and investing effort in dispelling negative preconceptions and biases.

The timing and patterns of career paths within an organiz-ation can also have a differential impact on men andwomen. Joan Williams has outlined the assumptions inher-ent in many organizations regarding an “ideal worker” andhow these assumptions affect an organization’s expectationsfor current or future executives.13 According to Williams, thepredominant view of the “ideal worker” is someone whoenters a career immediately upon attaining the appropriatecredentials and then works his/her way up the ladder—withno career interruptions. Such persons make substantial timecommitments to the organization, and their contributions totheir families are expected to be primarily financial. Whenthis becomes the accepted, or “ideal,” norm in an organiz-ation, it has important implications for women who aspireto executive roles. Many women take breaks in their careers,work reduced hours, or otherwise contribute large amountsof time to caring for children and responding to familyneeds. And they often do this in mid-career—at preciselythe time when the ideal worker is climbing the career ladder. Such breaks can prevent these women from beingregarded as ideal workers and candidates for top positions.

Implicit assumptions that define executive roles andacceptable career trajectories can be brought to the sur-face and changed through some of the culture changeapproaches discussed in the next section.

In developing organizational strategies to enhance thework–life effectiveness of executives, it is important tokeep in mind that what may be true of a large populationof men or women will not necessarily be true of each individual. Increasingly, male executives are playing anactive role in dependant care, for example. Nonetheless,


Chapter 3. Factors Influencing Work–Life Effectiveness

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Give explicit consideration to possible differences in the impact on men and women of apparently gender-neutral work practices, such as evening commitments, travel, and late-day meetings. Track the number of times women executives are asked to represent the organization at events compared to their male colleagues.

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In order to prevent assumptions about the “ideal worker”from derailing the careers of your high-performingwomen, conduct a thorough review of your organiz-ation’s career paths. Question assumptions aboutacceptable career time frames and job sequences.

12 A. Hochschild, The Second Shift (New York: Avon Books, 1989).

13 J. Williams, Unbending Gender: Why Work and Family Conflict and What to Do About It (New York: Oxford University Press, 2000).

important differences remain, and it is valuable for organizations to understand the pattern of personalresponsibilities, workplace experiences, and role characteristics that affect men and women differently.

ROLE OF ORGANIZATIONAL CULTURE

What Is Culture?

Organizational culture is a pattern of shared basic assump-tions, beliefs, and principles that shape an organization’smanagement practices, workplace behaviour, and problem-solving mechanisms. These unstated norms are consideredvalid by the group and are taught to new members.14

Culture can be viewed and understood at different levels.Take, for example, the situation where unscheduled meet-ings are habitually held late in the day and extend intothe evening. This could be an observable indicator of an unstated assumption that in a competitive businessenvironment, with demanding customers, frequent last-minute crises are an accepted cost of doing business.Understanding and changing an organization’s culturerequire going beyond the observed behaviours to theassumptions and values that generate those behaviours.

The Issue: Culture and Leadership

It is possible to comprehend the roots of many work–lifeeffectiveness barriers by understanding the impact of theorganization’s culture: a) Culture will determine whether, and how, work–life

issues are discussed in the workplace: In the ConferenceBoard’s research, 63 per cent of Canadian workers indi-cated that “in my organization, you are expected toleave your personal problems at the door.”15 A culturethat requires people to leave their personal lives at thedoor will discourage individuals from raising issues andwill make it difficult, if not impossible, for the organiz-ation to assess the impact of work–life concerns onproductivity and results.

b) Culture will determine which work–life effectiveness ini-tiatives are to be designed and implemented: There arevarious work–life effectiveness initiatives organizationscan choose from that would be effective for executives.Indeed, recent research shows that many such initia-tives preferred by executive women are relatively low in cost (for example, flex time) but require a change in the organization’s culture, such as recognizing thatwork can be done on different schedules.16

c) Culture will determine how work–life initiatives are used:Approximately one in six Canadian workers (17 percent) report that their employers view workers who usepersonal or family-support benefits less favourably thanthose who do not.17 Deep-rooted definitions within aculture of what it means to be “serious” about the joband committed to it and to the organization reflectassumptions about the “ideal worker” (discussedabove). These implicit definitions will have a signifi-cant impact on employees’ use of work–life programsand initiatives.

Leading researchers of organizational culture highlight thefact that the actions of an organization’s leader(s) bothexemplify and reinforce the core elements of the culture.18

Therefore, it is critical for the executive team to under-stand the important role they themselves play in establish-ing and perpetuating the assumptions and work practicesthat form an organization’s culture. By not “walking thetalk,” leaders can inadvertently undermine any potentialgains from even the best work–life programs and policies.


14 For more details see, for example, E. H. Schein, Organizational Culture and Leadership, 2nd ed. (San Francisco: John Wiley & Sons, 1992).

15 J. MacBride-King, Managers, Employee Satisfaction and Work–Life Balance (Ottawa: The Conference Board of Canada, 1999).

16 A. Marzolini, Moving Forward 2001: The Experiences and Attitudes of Executive Women in Canada (Toronto: Pollara and Women’s Executive Network, 2001).

17 MacBride-King, Managers, Employee Satisfaction and Work–Life Balance.

18 D.R. Denison, Corporate Culture and Organizational Effectiveness (New York: Wiley, 1990).

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Explore with your executive team and/or with focusgroups comprising a cross-section of employees thekey shared assumptions related to work–life effective-ness in your organization. Understand the variousdimensions of the implicit assumptions and beliefs,challenge your thinking, and move to action.


Improving the work–life effectiveness of individual executivesis a joint responsibility of the individual and the organization.While it is the individual’s responsibility to assess his or herown situation and implement appropriate actions within hisor her own sphere of control, it is incumbent on the organiz-ation to create the practices and workplace environment thatwill allow these actions to be successful. An organization thatworks with its executives to facilitate work–life effectivenesswill attract and retain high-performing women.

CREATING A CLIMATE FOR CHANGE

Successful culture change for better work–life effective-ness of executives will require addressing the declared values, the observed behaviours and habits of the organization, and the shared assumptions that truly drive day-to-day behaviour.

Members of The Centre of Excellence for Women’sAdvancement (CEWA) employer network spent a morningexploring the nature and impact of culture in their organiz-ations and discussing how they could change it. The mem-bers elaborated upon the commonly held organizationalassumption that “work is your life” to understand how toidentify and challenge the other assumptions embeddedwithin it, as well as identify solutions. Exhibit 1 providesone model for exploring the implicit and shared assump-tions that can operate in an organization. The three-stepprocess outlined in the exhibit can be used as a method of reviewing the assumptions surrounding work–life in anorganization. The questions and sample responses will helpindividuals to appreciate how the lens of culture can beused to understand barriers to work–life effectiveness andguide management in devising possible solutions.

Within your organization, work–life effectiveness can be addressed through a mix of workplace solutions, withdifferent types and levels of intervention. The followingsection will discuss solutions and provide practical exam-ples of how organizations and individuals have workedtogether to foster positive work–life effectiveness for their executive team members.

ORGANIZATIONAL ACTIONS

Many of the common organizational solutions to work–lifeeffectiveness are not responsive to the specific needs ofexecutive-level women.19 Examples of programs that oftendo not work for executives are certain highly structuredwork arrangements and on-site daycare centres with limitedoperating hours. This is most likely due to the fact that themajority of work–life programs are policy driven and intendedfor the majority of employees, as opposed to being driven byan in-depth understanding of executives’ needs.

This section details three categories of organizational initiatives that have assisted women in finding positivework–life solutions at the executive level: encouragingflexibility, managing workloads, and providing targetedsupport resources. It will provide examples of solutionsthat worked and highlight how individuals and organiz-ations can work together to make work–life effectiveness a reality for executive women.

1. Encouraging Flexibility: Liberalizing the Time/LocationDemands of Work

Providing flexibility at the executive level can be a progressive method of creating work–life effectiveness.Research indicates that the level of job strain felt by indi-viduals is a function of the amount of control they haveover their work as well as the demands placed upon them.The ability to balance work and personal demands, andthus improve overall work–life effectiveness, can beincreased when executives are able to exert a high degreeof control over the two environments and the interfacebetween them.20 Given the significant impact of stress

Chapter 4. Strategies and Solutions

19 Marzolini, Moving Forward 2001.

20 L. Duxbury, C. Higgins, and K.L. Johnson, An Examination of the Implications and Costs of Work–Life Conflict in Canada (Ottawa: Health Canada, 1999).

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Your organization’s culture will play a strong role inwhether workplace flexibility will be effective for yourexecutive women. Make a clear distinction betweenwhat is negotiable and what is not, for example, bysetting core hours and standard meeting times.


on work performance and health-related outcomes, increas-ing an individual’s sense of control through providinggreater flexibility becomes a key strategy for organizations.

Organizations can create flexibility, with varying degreesof formality, within the context of a job. For example, 67 per cent of executive women recently surveyed byPollara stated that, if they were given the option, theywould use dependant care days, non-vacation time, orother leave to dedicate to family dependant care. However,only 35 per cent of their organizations make such rela-tively formal provisions.21

In organizations with more informal job flexibility, execu-tives can elect to work from home, take time off duringthe day for important family/personal functions, or worklonger days through the week and leave their weekendsfor family and friends. Parents and non-parents alike areinterested in greater flexibility around when and wherethey work. Sixty-nine per cent of executive women in the Pollara study stated they would use job flexibility if it were sanctioned by the explicit and implicit organiz-ational culture, and 56 per cent stated that their organiz-ations provide it as an option.22

EXHIBIT 1: CHALLENGING AND CHANGING ASSUMPTIONS

Source: The Conference Board of Canada, content from a meeting of the CEWA employer network.




2. Managing the Workload: Structuring the Job to Fit theTime Available

In a business environment of apparently ever-increasingdemands, one useful approach to work–life challenge is tocap or reduce workplace expectations. Many organizationshave introduced process redesign, rigorous meeting prac-tices, and other techniques to enable their employees towork smarter, not just harder, on a day-to-day basis. Forindividual executives, this may translate into more effec-tive delegation, less direct involvement in meetings andprojects, and explicit efforts to focus their own time onstrategic issues.

Looking beyond the day-to-day individual workloads to theorganizational level, it is often incumbent on the executiveteam to manage the demands made on the entire organiz-ation. For example, some organizations have introducedstrategic reviews of their entire set of corporate initiativesin order to better manage the overall demands on the

Key Learning: Commitment on both sides builds the trust needed at the executive level.

Debbie Landers, an executive with IBM Canada, has worldwide responsibility for developing strategies for customer post-sales support for akey product brand, directly affecting over 1,000 IBM employees. She has over a dozen direct reports. She was a key player on the integrationteam for a recent IBM acquisition involving 750 employees and annual revenue in the hundreds of millions of dollars. What is unusual aboutthis? Debbie works full-time from her home-based office, 400 km from IBM Canada’s headquarters in Markham, Ontario.

Debbie was a recognized high-potential senior manager in 1995, when her personal life triggered a relocation from Toronto to a city a half-daydrive away. With a degree in computer science, she had worked for IBM for 10 years, moving from product development roles through increas-ingly responsible management positions. IBM had invested in her career development and was supporting her in an Executive MBA program atthe University of Toronto.

Although Debbie was happy at IBM and wanted to stay, she was prepared to leave if there was no viable alternative. She approached her bossand mentor, Janet Perna, whose immediate response was, “You’re not quitting, so leave it with me.” By the end of the day, Debbie had a newjob and an agreement that she could telecommute—working from her new home. The next day, she met with Janet’s boss, whose commentwas: “We’ve never had somebody do 100 per cent remote before, so you’ll have to tell us what you need. There is no one for you to lean on . . .you’ll have to help us figure it out. The only thing I ask in return is for you to help the next person.”

Seven years later, Debbie has been promoted twice, most recently into an executive position. Her new boss now works full-time from home,too. One of her key customers, a chief information officer at a large U.S. bank, also telecommutes from home.

Not all executive roles are conducive to a telecommuting work arrangement, Debbie agrees. She believes that not all jobs, even within IBM, willbe open to her. However, there are more than enough to offer career challenges and opportunities, and Debbie says that “even on tough days,when the grass looks greener somewhere else, I think ‘I can’t leave these people after what they’ve done for me.’”

Debbie highlights the following success factors:• In her view, IBM’s organizational culture is bottom-line and target-driven. “We’ve done a good job of orienting the culture toward results

rather than hours or specific patterns of working.” • The cultural support extends to other work–life issues, beyond telecommuting. Debbie says there is an openness about family commit-

ments, with compromise, honesty, and flexibility on both sides. “There is not generally a ‘work comes first’ mentality . . . it’s a ‘work comesfirst sometimes’ mentality. We believe that employees satisfied with their balance are more able to focus and succeed.”

• IBM is a global company, with geographically dispersed employees, suppliers, and customers. “Even if I was in Toronto, chances are thatmost people I deal with wouldn’t be.” Debbie and her colleagues make a conscious effort to connect on a personal level and build cama-raderie, even via conference call.

• Debbie’s work–life advice to executives: Get some insight into your own priorities and invest in building a solid support system around you.Line up the appropriate resources, invest in the planning, be willing to invest. “Anyone who thinks they can do it alone hasn’t a hope.”

CASE STUDY #1: THE “CORNER OFFICE” IS AT HOME

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Give control to the individual. Create a culture whereexecutives can say “no” or negotiate alternatives without fear of reprisal.


organization and the workforce. Often, “managing thedemand down” will require difficult decisions regardingpriorities and trade-offs to dedicate limited capacity(attention, time, and effort) to those actions that bringgreatest value to the customers and the organization.

One organizational response to facilitating work–life effectiveness at the executive level is to reconsider how jobs are constructed. This can take many formats: for example, splitting one job between two people (job-sharing) or having the executive work fewer days, such

as a four-day week. A shortened workweek (four days) isthe more popular of such arrangements. Seventy-one percent of executive women recently surveyed by Pollara statedthey would use such a model, as opposed to 29 per centwho were interested in a job-sharing arrangement.23

Key Learning: Be clear about expectations with colleagues anddirect reports.

Carol Stephenson, former President and CEO of LucentTechnologies Canada, is one of a growing number of womenexecutives who face the challenge of having their office in onecity and their home in another. While at Lucent, Carol worked inher Markham, Ontario, office from Monday to Friday and com-muted 500 km to her home in Ottawa for the weekends.

Carol’s definition of balance is ensuring that she has dedicatedtime and attention for her family on the weekends. Her strategies?She resolutely refuses to work on weekends—she doesn’t checkher e-mail or voice messages; she doesn’t bring home a fullbriefcase of reading; she doesn’t hold conference calls. Her colleagues know the ground rules—don’t call unless it’s truly anemergency! During the week, Carol typically works long hours,yet even then she makes a point of being a role model for bal-ance. Recognizing that she sets the tone for her colleagues andstaff, she leaves the office at a reasonable time, working insteadat home in the evenings. She has found that by maintaining thisphysical separation between office hours and home time, the riskof “workday creep,” where the organization’s workday graduallygets lengthened (e.g., by late-day meetings), can be avoided.

What makes it work? Carol’s answer:• A dedicated focus on work during the week;• Clear communication with her colleagues about bounded time;• An organizational commitment to flexibility regarding where

and how work gets done;• Explicit attention to establishing a flexible workplace culture

throughout the organization; and• Unflagging commitment to the concept: Even though her

company went through hard times that required longer hoursand weekend availability for a temporary period, she made it a point to resume the basic practices quickly.

CASE STUDY #2: TALE OF TWO CITIES


Key Learning: Manage personal and organizational capacity as a strategic business issue.

Kellie Garrett is Vice-President, Strategy, Knowledge &Communication with Farm Credit Canada and a member of theinstitution’s executive. Kellie highlights the importance of herCEO’s concern about how hard the senior management teamdrives itself and the rest of the organization. At one point, in fact,he referred to the group as “thoroughbreds”–driven, bright, com-petitive people, who perhaps need to look in the mirror regardingthe pace at which they are racing. As a result of the CEO’s commit-ment to the issues, the senior management team has discussed theissues of work–life effectiveness and has subsequently undertakenseveral initiatives to enhance work–life effectiveness at the top.

One of these initiatives is to have face-to-face senior manage-ment team meetings on Friday mornings, not afternoons, toensure everyone is home for the weekend. The team is currentlyevaluating business opportunities in terms of the organization’sability to achieve goals based on capacity. These discussionshelp to focus strategic business attention on workload issues andcompeting priorities at the executive level as well as throughoutthe organization.

As a senior executive and corporate leader, Kellie is aware of herrole in influencing the organization’s culture. The 50 people inher division manage workload as a capacity issue. They knowthat they can take time during working hours to attend to personalcommitments, as long as they ensure that a colleague can coveroff the work if it is time-sensitive or they can complete it them-selves in off-hours. “I have had very few staff over the years takeadvantage of this guideline—many go above and beyond expec-tations,” Kellie says.

“I don’t like the term ‘work–life balance,’” she says. “To me, it’s‘life balance.’ Work is an extremely rewarding and important partof my life, yet I am certainly not putting life on hold to work.”With two children, one requiring substantial attention due toautism, and about to embark on an executive Master’s program,Kellie appreciates her organization’s strong strategic approach to managing workload and recognizes the necessity of top-levelsupport for flexibility. “This flexibility was earned,” she says.“The CEO just needs the results—and he fully supports a balanced life for all of us, regardless of circumstance.”

CASE STUDY #3: FULL BUT NOT OVERFLOWING


The Conference Board’s research has revealed that flexiblework arrangements have become more prevalent over thepast decade. Overall, 93 per cent of employers surveyed in 1999 offered at least one type of flexible work arrange-ment to their employees, such as job-sharing, telework,compressed workweeks, or part-time work.24 However, several attitudinal barriers significantly restrict access to such arrangements for executives.

First, there is a widely held perception that use of theseprograms will have a detrimental effect on career advance-ment opportunities. Indeed, a study of high-level profes-sionals and managers who used a reduced workloadarrangement found that the majority were worried abouttheir career advancement. Sixty-one per cent felt they had been overlooked for special projects because of theirarrangement, and 56 per cent felt that co-workers con-sidered them to be less committed.25

Second, executive women tell us that “not being takenseriously at work” presents more of a barrier to womenthan to their male colleagues. These executive womentherefore go to great lengths to avoid any perception thatthey are not fully committed to their jobs and organizations.

Third, these programs are usually designed to accommodatethe general employee population and may not be sufficientlyflexible to respond to the specific needs of executives. Forexample, a part-time work policy that imposes strict regu-larity about hours of work may be viewed as not beingreasonably applicable to executives. Unless there is explicitopenness to adapting it to executive needs, the policymay contribute to an organizational assumption thatexecutives need no support in reconciling their work and personal responsibilities.

Fourth, the very fact that these arrangements are notwidely used at the executive level makes it difficult tofind successes and role models to emulate. As a result ofthis shortage of success stories, one question often askedregarding these arrangements is: “Can it work?”

At the executive level, exciting examples of success arebecoming available, as Case Study #4 demonstrates. A recent study conducted by Pollara for the Women’sExecutive Network found that the majority of employeeswho either worked a shortened workweek or had colleagueswho worked under such an arrangement were positiveabout its effects on the individual, clients, and otheremployees.26 To make alternative work schedules succeed at any organizational level, leading researchers have foundthat it is important to carefully consider the partnersinvolved, the arrangement, and the organization’s culture.27

3. Providing Support Resources: Equipping the Individualwith Practical and/or Personal Support

Providing access to resources for home and/or personalsupport is another method by which organizations canhelp their top executives to maximize their ability to reconcile work–life commitments and consequently theireffectiveness in both spheres. Understanding the needs of individual executives will ensure the best return on theresource investment. For example, some executives mayhave the financial resources to address some personalneeds; others may not. Many will have the time manage-ment skills or stress management capability needed toremain high functioning; others may not.

Home support can include concierge services, assistance withdomestic help, and/or dependant care provisions such aschildcare and eldercare options. As mentioned earlier, execu-tive women highlight a need for flexibility for dependantcare. In many cases, supports will have to be redesigned ortailored to meet executives’ particular needs. For example,

24 K. Bachmann, Work–Life Balance: Are Employers Listening? (Ottawa: The Conference Board of Canada, 2000).

25 M.D. Lee, et al., “Contextual Factors in the Success of Reduced-Load Work Arrangements Among Managers and Professionals,” Human Resource Management, Vol. 41, No. 2,Summer 2002.


27 For further keys to success in job-sharing, please see: – C. Hirschman, Job Sharing, (Alexandria, VA: Society for Human Resource Management, July 2002). – R. N. Lussier, “Should Your Organization Use Job Sharing?” Supervision, Vol. 51, Issue 4, April 1990.– C. M. Solomon, “What HR Can Teach Job-share Managers,” Personnel Journal, Vol. 73, No. 9, September 1994.

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Initiate discussions on the possibility of alternativework schedules with your senior staff and executives.Encourage them to seek out opportunities and inno-vative approaches that could enhance their work–lifeeffectiveness and be a “win” for the organization.


11 per cent of the women respondents to the Pollara surveyindicated that their organization offers on-site (or nearby)daycare.28 However, as the hours for many of these centresare quite restrictive, they often do not fit with an executivewoman’s schedule. Only 29 per cent of executive womenstated they would use such a service.29 Options more tailoredto the executive context include providing a referral servicefor dependant care, developing a list of emergency care-givers (for sick children or evening/overnight care forlast-minute travel), and allowing dependent children andcaregivers to travel with the executive when required.

Organizations that are leaders in this area will provideresources, either at work or outside of work, that mini-mize the executive’s time spent in low-value-added activi-ties. As indicated by our interviews, executive womenknow full well that they can’t “do it all” but rather seekto be effective in “doing what counts”—both at home andat work. The overall package of support must therefore betailored to the individual executive’s needs and personaldefinition of “what counts.”

Key Learning: Consistent decisions are critical, and complementary skill sets are value added.

BackgroundWhen Robin Dines and Joan Goodman approached their organization with a job-sharing proposal, a change was set in motion in the way oneof Canada’s leading financial institutions looked at work arrangements. As two of the more senior executives in TD Bank’s Commercial BankingDivision, Robin and Joan both had long and highly successful careers with the bank—and the bank had made significant investments in theirtraining and mobility over the years. However, both required more flexibility between their work and personal lives and wanted to be able todedicate 100 per cent of their time-at-work to the bank.

Robin and Joan presented the CEO and their colleagues with a solid business case for a job partnership—and the team agreed to support it,with a clear process for evaluating its impact on customers, staff, and colleagues. One senior position was created, with a total effective work-ing time of 1.2 people, with time split equally between the two partners. By all accounts, this arrangement has been successful.

Robin and Joan brought complementary skill sets and backgrounds to the position. Each had unique networks and spheres of influence, andthus they were better able to implement initiatives successfully throughout the organization. The two partners developed work processes toensure that they did not make inconsistent decisions and that staff and colleagues did not have to duplicate their efforts to keep them informedon issues. The executives did not have their careers stalled, and the bank was able to retain two high-calibre individuals with a wide range ofskills and knowledge about the organization, business, and competition.

What do they say made it work?

“A big positive is that the bank has had the benefit of two senior resources, both of whom have added tremendous value to the senior management group.”—(Colleague)

CASE STUDY #4: DOUBLING YOUR VALUE—ONE JOB, TWO EXECUTIVES

Individual• The individuals had complementary skills, making the

partnership more effective than either individual alone.• Both partners were 100 per cent committed and willing to

invest heavily to make the partnership a success.• Partners decided who would be “prime” on certain files and

established good communication practices between them.• Partners reached agreement on core issues and provided

a consistent message once a decision was made.

Organization• Stakeholders (CEO, colleagues, and direct reports) were

supportive.• There was clarity about evaluation criteria and what to do

if the trial was not a success.• Clear operating guidelines and work processes were

established and communicated.

28 Marzolini, Moving Forward 2001. The Conference Board surveys of medium-sized and large employers confirm that approximately 12 per cent of organizations are offering daycare in 2003. Eleven per cent offer emergency childcare, and 47 per cent offer childcare information and/or referral services. See Compensation Planning Outlook 2003 (Ottawa: The Conference Board of Canada, 2002).



Personal support can also include providing stress andtime management training, nutritional and wellness programs, or peer support networks. Case Study #5 showsthe positive impact that these supports can have. Somehealthcare providers are creating executive health pro-grams that focus on proactive health and wellness adviceand support, such as providing a health coach to adviseexecutives on nutrition and personal fitness.

INDIVIDUAL ACTIONS

According to CEWA’s Women’s Executive Advisory Panel,executive women have challenges associated with thedesign of their jobs, workloads, and resource/time con-straints. Compounding these issues is the fact that executive women perceive that traditional models of work are still in effect in many of their organizations: the assumptions that hard work, commitment, and ultimately success are directly related to hours spent in the office, or “face time.” This can add stress to thework–life challenges they encounter.

Most executive women have made their own individualchoices in order to maximize their work–life effectiveness.In the Conference Board’s research, women executives citethe top three strategies they employ to balance career andpersonal lives:• employing outside services for domestic help • curtailing personal interests • relying on a supportive spouse30

Other strategies used to achieve balance include delegatingwork to subordinates, working from home, limiting travel,and reducing non-work commitments.

30 Griffith et al., Closing the Gap.

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Often the loss of a senior executive can be avoided ifthe organization is proactive in understanding and acting on the person’s work–life needs. Tailor theresources and practical support to the individual exec-utive’s needs. Be transparent about the costs of thepackage and the business rationale for providing it.

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Talk with your executives to understand the personalstrategies they are using to create positive work–lifeeffectiveness. See if the organization can support the individuals with their current choices or withchanges they would like to make. Encourage them to discuss their strategies with others and to sharetips and successes.

Key Learning: A comprehensive approach to individual well-being builds capability.

Five years ago, PricewaterhouseCoopers Canada was concernedby the health and wellness issues facing its senior partners.Partners noted that while the pressures of their jobs often madetheir lives interesting, these pressures were leading to severehealth problems such as depression, burnout, raised blood pres-sure, heart attacks, and strokes. PricewaterhouseCoopers realizedthat it needed to provide support for its partners to ensure theyhad the skills and techniques to perform effectively at higherpressure levels. They recognized that building effective copingabilities and strategies is becoming increasingly part of the successful business professional’s continuing development.

They introduced the “Partner Survival Clinic.” Modelled after aprogram in the United Kingdom, it is designed to identify thecurrent health and fitness status of the participants and give aclear indication of their personal health risks. The program is runover 1.5 days and two evenings. Partners consult with doctors,nutritionists, and psychologists, and together they devise anindividualized course of action to enable the person to attain an acceptable level of physical and mental well-being throughincreased physical activity, dietary modification, and enhancedself-awareness and relaxation. A spa treatment is also includedin the clinic.

Feedback from clinic participants has been very positive, withratings consistently at 4.5 on a five-point scale. Additionally, follow-up research with a group of 15 participants showed significant improvements in physical health over a 12-monthperiod. A second study, with 60 participants, showed a stronglevel of sustained behavioural change over a two- to three-yearperiod. Senior staff at PricewaterhouseCoopers assert that several partners are alive today thanks to the program.

CASE STUDY #5: PricewaterhouseCoopers’ PARTNER SURVIVAL CLINIC—MANAGING YOURSELF FOR PEAKPERFORMANCE


Chapter 5. Summary

Work–life effectiveness is a priority issue for executivewomen. While this issue is of concern to all employees,female executives are faced with unique challenges.Considering Canada’s current leadership crunch, providingan environment where work–life issues are a priority caninfluence female executives to remain in organizationsand can elevate firms as “employers of choice.”

It is essential that organizations recognize that:• fulfilling their work and personal commitments can

be a challenge for executives;• female and male executives in general face different

work–life issues;• the response to executive work–life issues must address

the organization’s culture regarding flexibility, control,and capacity, and practical solutions must be tailoredto the individual executive’s needs.

While formal policies and organization-wide programs areimportant, an appropriate organizational culture is criticalfor fostering work–life effectiveness for executives. Atsenior levels, implicit norms and expectations are verypowerful determinants of behaviour and may discourageexecutive women—and men—from taking action to optimize their work–life effectiveness.

It is clear that maximizing work–life effectiveness is ashared responsibility between the organization and theindividual executive. Individuals develop their own defi-nitions of “success” and “satisfaction” and make choicesin both their work and personal spheres. Individuals bringtheir own resources (financial, skills, personal support) to bear in meeting their commitments. Individuals havethe opportunity and the responsibility to partner withtheir organizations towards better work–life effectivenessfor themselves and their colleagues.

Many contributing factors, such as the manner in whichroles and career paths are designed and the cultural normsregarding work and personal commitments, are determinedmore by the organization than by the individual attributesof the executive. Our case studies have demonstrated that the leadership team within an organization has theopportunity and the responsibility to shape the culturalnorms towards better organizational performance throughenhanced work–life effectiveness. Leaders shape the orga-nization’s definition of “success” and the “ideal worker.”Leaders develop approaches to build or supplement indi-viduals’ resources for being more effective in their workand personal lives.

It is common practice to tailor human resource programs(such as benefits, pensions, and compensation) to the specific needs of the executive population, and approachesto work–life effectiveness can, and must, also be appro-priately tailored to reflect executive needs and realities.Work–life effectiveness is maximized at the individuallevel, but benefits also accrue at the organizational level.

Exhibit 2 presents a different view of the themesaddressed in this report. It portrays some typical events in a senior executive’s day, highlights the aspects of theactivities that can have different impacts on men andwomen, and outlines the possible consequences of theseimpacts. The hypothetical day is characterized by heavyworkloads and tight time frames, ambiguity in responsi-bilities and decision processes, and additional demandsoften faced by an executive woman. The day’s events and the context of the organizational culture in whichthey occur are drawn from the personal experiences andperspectives of the executive women in our research samples. The proposed solutions reflect both individualand organizational approaches.


EXHIBIT 2: A DAY IN THE LIFE OF AN EXECUTIVE

When What can happen . . . Why it happens . . .Why care . . .And what to do . . .

6:30 a.m. Skips scheduled workout yetagain to review presentation for executive meeting.

Jane will be presenting a controversial proposal that her colleagues may not support. She feels she mustperform exceptionally well to prove herself.

Many executive women believethat “not being taken seriously at work” is more of a barrier forwomen than for their male col-leagues. This often leads them to devote extra time and effort toovercome this perception. Manyexecutives find themselves sacri-ficing their personal health andfitness for short-term jobdemands.

Long-term health and wellnessissues limit effectiveness at workand can lead to serious medicalconsequences and organizationalcosts (burnout, cardiovascularproblems, disability).✔ Encourage executives to be

“in top form.” ✔ Monitor executive health

and well-being.✔ Offer personal health supports.

10:00 a.m. Attends executive meeting.Jane presents her proposal. It is clear that some of her colleagues have discussed it in advance and coordinated anegative response. Those thatshe had counted on for sup-port remain silent.

Many executive women tell usthat power and competitionbecome stronger influences athigher levels of organizations.When these factors are at play inmale-dominated environments,women in our interviews tell usthat they still feel “out of theloop,” less able to influencedecisions, and more often placedin a difficult reactive position.

Informal decision-makingprocesses often have an effect ofexcluding executives (men andwomen) who are not part of the“inner circle.” Poorly defineddecision processes and unclearmandates and responsibilitieslead to wasted effort, intragroupconflict, stress, and poorwork–life effectiveness.✔ Instill discipline around

decision making. ✔ Ask who has been involved

in key decisions.✔ Express zero tolerance for

politicking.

1:30 p.m. Accepts a last-minute invitationto represent the organization atan out-of-town event tomorrowevening.

Jane’s spouse holds a seniorposition in another companyand has an evening businesscommitment tomorrow. Janecontacts various caregivers to find someone available fortomorrow evening. She doesn’tfeel she can say no, althoughher male colleagues divide upthese tasks among themselves.

Executive women may be askedto carry a disproportionate share of events to strengthen the visibility of diversity andwomen at senior levels withinthe organization.

As many executive women alsohave children still at home andspouses with significant careerdemands, last-minute evening or travel commitments can beparticularly difficult.

The consequences for an execu-tive of being distracted by per-sonal concerns can be significant(stress, lack of focus). ✔ Give as much advance notice

and predictability as possible. ✔ Be open to alternatives and

compromise.✔ Create a culture of “work

comes first sometimes.”


EXHIBIT 2: A DAY IN THE LIFE OF AN EXECUTIVE (cont’d)

When What can happen . . . Why it happens . . .Why care . . .And what to do . . .

4:00 p.m. Remains “on call” in office incase CEO calls to discuss pro-posal. Misses her commitmentto attend son’s basketball game.

Senior executives spoke disparagingly earlier todayabout the “four o’clock rushout the door” of many staffwho “don’t understand the newsense of urgency.” These com-ments reinforce Jane’s view ofthe culture as one that activelydiscourages personal commit-ments outside of work.

Although executives may for-mally have more flexibility thanothers about their hours andwhen and where they work, cultural norms often dictatewhether or not they feel they can utilize this flexibility. Manyorganizational cultures stillreward “face time.”

A feeling of having little or nocontrol over work demands is akey determinant of work–life dis-satisfaction and executive stress.✔ Foster a sense of control over

when, where, and how workis done.

✔ Take “no” for an answer when you can.

✔ Have a trusted adviser askyour team how well the cultural norms align withstated policies and values.

5:30 p.m. Leaves office to have dinner athome. Misses a phone call fromthe CEO, who has been “infor-mally discussing” her proposalwith one of her dissenting colleagues and wanted her tojoin the discussion. CEO subse-quently leaves a message that he has decided not to supportthe proposal.

Jane tries to be home for dinner at least three times per week. However, she hasnoticed that “late in the day”informal chats often result inkey decisions being made—without her input, even if it is her responsibility.

Women still carry the predomi-nant share of caregiving andhousehold responsibilities andtherefore may not be as availableto spend long hours physicallyin the office. Informal decisionprocesses and last-minute latemeetings will be difficult for, orpotentially exclude, executiveswho have external commitments.

Executives who feel they areunable to influence decisionswill gradually become lessengaged in the work and lesssatisfied with the job and theworkplace.✔ Review the “influence track

record” of each of your executives. Assess honestlywhether they have truly hadequal opportunity to affectkey decisions.

✔ Set core meeting times andmake it a practice not to holdunplanned late-day meetingsand conversations.

9:30 a.m. Receives a call from an executivesearch firm on behalf of a com-petitor. Jane knows that the otherorganization has more womenexecutives, defined decisionprocesses and responsibilities,and a public commitment towork–life balance.

Jane agrees to meet with themto explore possibilities.

The cumulative effects of seem-ingly minor incidents, repeatedover several months, lead manyexecutive women to concludethat their chances of making apositive contribution and ofadvancing in the organizationwill be better with anotheremployer.

Executive turnover can cost up totwice annual salary, just in directreplacement costs. Indirect coststo productivity, customer relations,public reputation, and staffmorale can be even greater. ✔ Have a trusted adviser

ask directly about work–lifesatisfaction.

✔ Initiate a practice of candidexit interviews.

✔ Encourage constructive dis-cussion and upward feedbackon work–life issues.

. . . the next day


Effective change results from commitment and focus.Three basic processes will help you to better supportwork–life effectiveness for your executives. Establish commitment by understanding the impact on your organization. Build focus by understanding the issues you need to resolve. Take action and sustain change by displaying leadership on work–life issues.

1. Establish the Business Case

Do some fact-finding to determine the current impact ofwork–life issues on your organization’s capacity for per-formance. Look for patterns and relationships betweenwork–life effectiveness and important indicators of per-formance—at individual, group, and organizational levels.For example: • Embed questions on work–life topics in your next

employee survey and link the outcomes to strategicdrivers of results (e.g., innovation, creativity, safety).

• Explicitly address work–life in exit interview protocols,particularly in cases of unwanted turnover of high-performing staff.

• Assess the perceived alignment between formal policiesand informal norms in the organizational culture of thework group.

• Examine the norms in your industry and compare yourorganization’s approach to work–life effectiveness withthe approaches and results of your competitors.

• Actively monitor your organization’s performance inworkforce health and wellness. For example, measurestress-related complaints and usage of related prescrip-tion drugs, safety records and injury costs, and absen-teeism rates and costs.

2. Understand the Work–Life Issues and Culture in Your Executive Team

Align your executive work–life strategies with the individ-ual needs of your executive team. Hire a trusted outsiderto conduct individual fact-finding interviews with the senior executives:• What is their personal definition of work–life

effectiveness? • What are their current experiences—successes

and challenges?

• What are the characteristics of the ideal worker in the organization? Is this a definition they personallysubscribe to?

• How closely aligned are the formal policies/practicesand the informal norms regarding flexibility and balance at their level and at other levels of the organization?

• How much flexibility/control do they feel they haveregarding their own work and life choices?

• Where are the opportunities to support executives and senior staff in achieving desired balance?

• What influence do they believe they have as executivesin changing the culture and norms around work–lifeissues in the organization? How do they view theirinfluence on the work–life effectiveness of their staff?

• How important is this issue to them (compared to otherdrivers of retention and job satisfaction, such as job con-tent, challenge, career advancement, and compensation)?

3. Set the Tone for the Organization

Make a commitment to show leadership on work–lifeeffectiveness as a driver of your organization’s success.• Don’t call last-minute meetings late in the day.• Don’t call your executives at home outside of work

hours. Don’t accept calls at home unless it’s truly an emergency.

• Encourage flexibility. Give your staff control over theirhours and place of work; establish core “accessibilitytimes” to provide some predictability.

• Encourage “meeting-free Fridays” (or a similar approachto giving staff control over their time).

• Broaden your own non-work activities. Review (orestablish) your personal life goals and manage yourtime to ensure you achieve them. Leave the office at a reasonable hour.

• Focus on “positive spillover” between work and non-work activities by openly discussing how your workand/or skills benefit from some of your non-work experiences and vice versa (for example: what youlearned from coaching your child’s soccer team, howyour exercise regime increases your productivity).

Chapter 6. Next Steps

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