Diversity MBA Magazine - Summer 2008 - (Page 70)

Work-Life Balance and the C-Suite: An Oxymoron? by Charmon Parker Williams, Ph.D. The road to the top and staying at the top of one’s game are all-consuming endeavors. Given our global economy, being in a mission-critical role today brings along with it the need to be accessible 24/7. The digital toys and technology that exist (Blackberries, instant messaging, etc.) enable this all too well. As a result, do executives have room for anything outside of work, or has work become synonymous with life? Compatibility And Challenges In The C-Suite Is staying competitive and leading an organization incompatible with work/ life balance? There certainly are challenges. Some have likened the activities and accessibility of leaders to a never-ending treadmill. The nature of executives’ roles often entail 60-plus-hour work weeks, work on weekends, frequent travel, and being available, accessible, and accountable to both internal and external stakeholders. Executives are “on” throughout the course of the workday and seldom able to fully shut down when they leave the office. Some of this behavior may be self-induced. According to a survey of 155 executives conducted by Execunet, 67% have worked remotely, spending an average of 11.4 hours a week performing business-related tasks outside of the office. A noteworthy 92% of respondents indicated that they were likely to check e-mail while on vacation. If time isn’t managed properly, this work/lifestyle can lead to the creation of leaders who are burnt out, depleted, and less energetic – a sobering thought for those in corporate America who rely on this team of individuals to be decisive and strategic. Defining Balance Balance is a relative and dynamic phenomenon. It will change in meaning over the course of one’s career and life, and can even change in how it is implemented from one day to the next. So exactly how do executives achieve work/life balance? Are they seeking balance or integration? What are the most relevant options at this level – flex hours, telecommuting, phased-in retirement? Organizations have many options they can provide their employees to help them find a palatable balance. Examples can be found in the table below. Do executives take advantage of these benefits? Do they encourage others to do so, leading by example? Not in all cases, which begs the question: If executives are unable or choose not to take advantage of work/life balance programs, can they truly support and sponsor them for the rest of the organization? Will others in managerial roles view a lack of role modeling in the executive ranks as code for, “This is a program for non-managerial employees only or for those not interested in advancing with the company?” w w w. d ive r s it y mb a ma g a z in e. c o m Dave Bent CIO, United Stationers 70 http://www.diversitymbamagazine.com

Table of Contents Feed for the Digital Edition of Diversity MBA Magazine - Summer 2008

Diversity MBA Magazine - Summer 2008 Contents Letters to the Editor In Your Own Hands Editor's View Find Your Power Voice Business Briefs Off the Shelf The Fourth Annual Top 100 Under 50 Diverse Corporate Executives Negotiation: The Art of Persuasion or Zero Sum Game? Career Planning for Tomorrow's Hispanic Workforce Who's Who In Diversity Entrepreneur Profile: Anita Santiago: Doing It Her Way Businesses that Keep On Giving Rising Sun Going Global: Will An International Assignment Benefit Your Career Work-Life Balance and the C-Suite: An Oxymoron? A Call to Save Travel: Off the Beaten Path - Chile Drawing the Line – Latin Art Exhibit The New Taste of Latin Cuisine American Sabor: Exhibit Highlights Latino Influence in Pop Music Crafting Specialized Business Degrees Latest MBA Salary Suggests MBA Is A Safe Haven Gadgets & Gizmos Gone Phishing – How Scammers Mine Private Data From Web Surfers Advertiser's Index The Meaning of Sanctuary

Diversity MBA Magazine - Summer 2008

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