Marvin OnumonuRecent news shows more high-profile chief executive officers (CEOs) claiming they do not think bosses should fully switch off and that work-life balance is overrated.
These remarks are likely to spark debate around modern leadership expectations, particularly at a time when many businesses are placing greater emphasis on wellbeing, flexibility and sustainable working practices.
Some corporate leaders believe their personal and work lives are so intertwined that a true break isn’t necessary; for instance, some CEOs combine business trips with family holidays.
But research shows that top executives face the highest risk of burnout of any job level. And why wouldn’t they? From a psychological perspective and a physical perspective, they’re humans. And humans need a break. The C-suite is no exception.
But overwork culture – with long hours and constant exhaustion – is still seen as a badge of honour within the workplace. This is despite the WHO revealing the negative long-term implications of such behaviour, including exhaustion, burnout and a possible deterioration in mental health.
These remarks from business leaders further show that overwork is often modelled from the top, influencing workplace culture.
However, CEOs should acknowledge the risk of burnout and a decline in mental and physical health if they continue to work in this way, without switching off on annual leave.
What’s more, it’s not helping companies either. The actions of CEOs who model unhealthy behaviours to their teams could have far-reaching adverse side effects.
Employees who feel an imbalance in their well-being are 33% more likely to seek a new role elsewhere than those who experience positive well-being, for whom the likelihood drops to 8%.
Given these findings, CEOs must prioritise their well-being, setting an example for their teams to do the same.
Make it a priority: start small, take your breaks, and ensure you use your annual leave. Prioritise your headspace, make it clear this is a company-wide expectation, and hold each other accountable for doing so.
This one depends on your preferences. It might be that you don’t want to completely forget about work while you’re away. Maybe you want to set aside some time to generate new ideas and strategies, away from the day-to-day operations of the business.
If that’s the case, and you feel you can manage it, then take your devices with you.
However, if you do want to rest completely, try to make yourself as inaccessible as possible. If you don’t already, make sure you have separate devices for work and personal use.
Your out-of-office should state you’re away with NO access to email, so you only have to reply if it’s truly urgent.
Try to indulge in your favourite activities when you’re away. This will not only distract you from work, but the joy, energy and revitalisation from doing things you enjoy with people you love will be a great help when returning to work.
Remember, as a senior leader, you can’t control the day-to-day running all that much, whether you’re in the office or on holiday. If you’ve done your job right, you’ve hired the right senior leaders and given them the direction and resources to do that work well.
A true leader steps back, trusts their people, and allows them to succeed.
Finally, it’s worth thinking beyond just your own time off. Building support into the business, like employee assistance programmes (EAPs), can help create a culture where switching off is genuinely encouraged, not quietly discouraged.
When people know there’s access to confidential support, whether that’s counselling, advice, or simply someone to talk to, it reinforces the message that mental wellbeing matters year-round – not just during annual leave.
Chris Britton is people experience director at Reward Gateway | Edenred
