Su subordinado directo tiene dificultades para equilibrar la vida laboral y personal. ¿Cómo puedes ayudarles a mejorar su rendimiento?

Having a conversation with the team member and understanding his perspective will help. Guiding him and helping him create priorities will enable him to reflect.Enabling him to define work life balance will give him a lot of clarity

The concept of work-life balance is a distracting utopia that masks the real issues. Usually employees aren't after the perfect ratio of work and home pressures or hours, rather they are after feeling competent and valued (and in control) at work and at home. Changing work arrangements is often a bandage covering the real issue that the employee is feeling stressed because the workload is not clear, or appropriate, or they feel unskilled. Or they may be stressed with issues at home, but again, changing work arrangements will not be the complete solution, the employee may need other support. An open conversation with them to help them define the root cause, and helping them see that balance is not a panacea, is crucial.

To help a direct report struggling with work-life balance, start by having an open conversation to understand the root causes. Encourage them to prioritize tasks and set clear boundaries between work and personal time. Offer flexible work arrangements, like adjusted hours or remote work, to better accommodate their needs. Help them delegate tasks where possible and focus on high-impact work. Additionally, provide guidance on time management and encourage them to take breaks and use their vacation days fully. Regularly check in to ensure they’re not overwhelmed, and model good work-life balance practices yourself to reinforce the importance of a healthy balance.

Abrir um diálogo é crucial para ajudar seu subordinado a equilibrar vida profissional e pessoal. Incentive-os a compartilhar preocupações e desafios, ouvindo com empatia para compreender suas necessidades. Isso não só fortalece a confiança, mas também revela ajustes potenciais em horários ou responsabilidades que podem reduzir o estresse. O objetivo é criar um ambiente de apoio onde eles se sintam confortáveis para buscar ajuda.

Creating an open dialogue with your direct report is the first step toward addressing work-life balance issues. Start by scheduling a one-on-one meeting where they feel comfortable sharing their concerns. Ask open-ended questions like, "How are you managing your workload?" or "What challenges are you facing in balancing work and personal life?" This shows that you’re genuinely interested in their well-being and not just their productivity.

O balanço entre a vida pessoal e profissional passa por uma análise de sua auto-consciência. Como líder seria recomendável ajudarmos o colaborador a mapear e avaliar sua auto-consciência para que ele estabeleça claramente suas prioridades de vida. Existem diversas maneiras para este análise. Eu, pessoalmente, utilizo do método da Espiritualidade Inaciana para o discernimento pessoal. Também podemos usar de forma mais racional, ferramentas da qualidade de desenvolvimento de produtos para análise interior. Este é um dos cursos que ofereceremos em setembro 2024.

The Eisenhower Matrix is my go-to tool for work life Balance. It categorizes tasks based on urgency and importance, guiding effective prioritization. Tasks urgent and important demand immediate attention, while important but not urgent ones require proactive handling. One should minimize unavoidable urgent tasks through planning and delegation. Scheduling dedicated time for important but not urgent tasks is vital for long-term goals. Delegating and cutting out time-wasting activities are also key. Focusing on high-impact tasks reduces overwhelm and boosts results. Eliminating distractions and delegating effectively creates space for personal pursuits and self-care, fostering a balanced life.

Helping your direct report set priorities can make a significant difference in managing their workload. Start by reviewing their current tasks and deadlines. Are there projects that can be postponed or delegated? Identify what’s truly urgent and important, and focus on those areas. By clearly defining priorities, you can help them manage their time more effectively and reduce the stress of trying to do everything at once.

When you’re working from home, keep your phone out of your office/workspace to prevent the blurring of home life into work hours. Likewise, create boundaries with your personal phone and work. For the bold, try removing work-related apps, such as email and Slack, from your personal phone. Or, try moving the apps to a folder so they’re less visible when you’re using your phone when you’re not engaged in work. And definitely turn off work-related notifications after hours, weekends, and when taking time off.

My favourite activity to do with clients is a Time Audit to help them understand where they're currently spending their time - both at work & in their personal lives. I then ask them questions to help them elicit whether that time is being spent in line with their values & priorities. This activity often highlights: 1) Which of our priorities are receiving our time, and which aren't. 2) Which low priority activities we're dedicating too much time to. 3) What value-aligned actions would give us the most fulfilment per unit time in our personal lives.

Der Begriff „Work-Life-Balance“ wirkt heute oft überholt, da er eine Trennung zwischen Arbeit und Privatleben suggeriert, die in der Realität nicht immer existiert. In unserer modernen Welt geht es zunehmend um eine ganzheitliche „Life-Balance“, die sowohl berufliche als auch persönliche Bedürfnisse integriert und in Einklang bringt. Anstatt Arbeit und Freizeit gegeneinander auszuspielen, sollte der Fokus darauf liegen, ein Leben zu gestalten, in dem beide Bereiche harmonisch koexistieren. Führungskräfte sollten diese Entwicklung anerkennen und ihren Mitarbeitenden helfen, ihre individuellen Prioritäten und Ziele so auszubalancieren, dass sie in allen Lebensbereichen Erfüllung finden.

Offering flexibility options can be a game-changer for employees struggling with work-life balance. Whether it’s adjusting their work hours, allowing them to work from home, or even offering compressed workweeks, flexibility gives your team members the power to manage their time more effectively. It shows that you trust them to get their work done without micromanaging their schedules.

Introduce time-tracking tools to help identify time sinks and optimize workflow. Encourage setting specific, measurable, achievable, relevant, and time-bound (SMART) goals.

Durante uma fase em minha carreira, me encontrava preocupado, sem dormir à noite, com as atividades pendentes e projetos em andamento. Fui apresentado a algumas estratégias de gestão do tempo. Recomendo a leitura do Getting Things Done, do David Allen. O autor oferece excelentes insights sobre organização do tempo. Atualmente vivemos uma ilusão em que podemos ser "multitaskers". Na verdade, a arte de fazer acontecer está em saber fazer o que é necessário no momento e local certo. Recomendo a todos a leitura do Getting Things Done e a busca de outras metodologias de gerenciamento do tempo. Será transformacional!

None of us have enough time. 1) Only once you've clarified your priorities (both within and outside work) is it worth looking at time-management tools to help you optimise how you use your time. 2) Before you offer time-management tools, diagnose exactly where time is being lost in a sub-optimal way. For example, a new direct report may be spending far more time on a task than an experienced team member - this is expected! Teaching them how to batch tasks won't help them here - but what can help is ensuring that they account for the extra time needed to complete tasks & offer support to help reduce their learning curve. 3) Good general practices are still useful, such as creating time-blocks & avoiding multitasking.

In one poll, 81% of employees considered flexible working to be important and valuable. Workers who are empowered to manage where, when and how they work, being able to fit in personal activities as well as work remotely tend to demonstrate more employee engagement and a more positive employee experience than those who have a more rigid, controlled workplace experience.

While it’s important to offer flexibility, it’s equally vital to ensure that it’s used wisely. Encourage your direct report to set boundaries even within flexible arrangements. For instance, if they’re working from home, suggest establishing a dedicated workspace and setting clear start and end times to avoid burnout. Flexibility should enhance their work-life balance, not blur the lines between the two.

Depending on the root causes of their poor work-life balance, your team member may benefit from: 1. Time flexibility - e.g. to take care of personal issues, etc. 2. Task flexibility - e.g. to increase engagement, realign with the organisation. 3. Team flexibility - e.g. to shift them away from toxic colleague situations until the issue is resolved. Flexibility isn't a one-size-fits-all approach, and not all organisations can offer certain kinds of flexibility. Collaborate with your team member to find the right fit for them given the flexibility constraints you have.

Cultivating a supportive culture within your team is crucial for long-term success. A supportive culture encourages collaboration, open communication, and mutual respect. It’s about creating an environment where employees feel comfortable discussing their challenges and where help is readily available.

Work-life balance is often seen as the antidote to workaholism. The real issue is not how many hours a person works, it's whether they're living a sustainable lifestyle. A supportive culture is where the team acknowledges that different people need different arrangements for them to work in a healthy manner. I resist rules like avoid late-night emails, and instead make sure there is no expectation emails will be responded to immediately. When I have worked part-time roles, I've done weekend work and late-night emails, BUT it's because I wasn't working at 9am on a Wednesday. I was proactive in making sure I was not overworking and the team culture supported this. The employer got great value and I wasn't a workaholic, win win.

I heard this a lot: “Culture comes from the top. If everyone at my company sends emails all night I can’t go in a different direction with my team”. I truly disagree. While it’s harder to go against opposing habits, as leaders we’re always responsible to set a supportive culture within our team. You don’t have to be an exact copy of the other managers or senior executives. The biggest reward comes when people start talking about how great is to work in your team and others want to join it.

Promote a culture that respects work-life balance. Model these behaviors yourself and ensure that the team values and supports each other’s personal time and well-being. Creating a positive culture is key via concrete behaviours instead of just lip service.

Demonstrate that its ok to prioritize work life balance without repercussions. If a team member is going through a difficult period, offer to reassign some work temporarily so that they can focus.

To effectively address work-life balance and prevent burnout, personal development must be tailored to the individual. Generic solutions often fall short, as each person’s needs vary based on their character, job, and responsibilities. A customised approach considers these factors, helping individuals set realistic goals, develop resilience, and establish boundaries that align with their unique circumstances. This personalised strategy not only enhances their performance but also fosters sustainable well-being and long-term success.

Some employees may be happy with how they manage their personal life vs. their work life. Others may struggle and feel that they haven’t got their work life integration right yet. Some people thrive on starting work early and finishing early, whereas others function better starting late and finishing late. Some people would love to job share, go part time, or have flexible work hours but don’t quite know how to articulate that with their leaders. Companies that attract and retain top talent do so because they recognize that every employee is an individual, and personalize their experiences at work to get the best out of them.

Todos nós buscamos o equilíbrio entre o trabalho e as nossas atividades fora dele. Como gestores, podemos "facilitar" o dia a dia dos nossos colaboradores ouvindo e entendendo um pouquinho de como funciona a rotina da vida deles. Quanto tempo ele leva para chegar ao trabalho? Ele conseguiu se alimentar antes de trabalhar? Quem leva as crianças na escola? Está "sobrando" tempo no seu dia a dia para estudos e desenvolvimento? Entendendo a sua rotina, podemos tomar decisões que podem facilitar a vida do liderado.

Um eine nachhaltige Life-Balance zu erreichen, sollten Führungskräfte ihre Mitarbeitenden dazu ermutigen, regelmässig Selbstreflexion zu praktizieren. Wenn Mitarbeitende ihre eigenen Werte, Bedürfnisse und Grenzen besser kennen, können sie ihre Zeit und Energie gezielter einsetzen, um ein Gleichgewicht zwischen Arbeit und Privatleben zu finden. Selbstkenntnis fördert nicht nur die persönliche Entwicklung, sondern auch das Verständnis dafür, welche beruflichen Verpflichtungen sinnvoll sind und welche vielleicht losgelassen werden sollten, um ein erfülltes Leben zu führen.