Separation and its absence.
WHY IT MATTERS
Without separation, work occupies everything and recovery does not occur.
WHAT ERODES IT
Being contactable constantly Work accessible on personal devices Working from home without boundaries Expectations of immediate response Cultures where leaving on time is noticed
WHY THAT LAST POINT
Unstated expectations are stronger than stated policies.
WHAT TO ESTABLISH AS A MANAGER
When people are expected to be available That they are not expected outside those times That leaving on time is normal
WHAT TO MODEL
The behaviour you expect.
WHY
Staff observe what managers do, not what they say.
WHAT TO AVOID
Sending messages outside hours and saying no response is needed Praising people for working late Contacting people on leave
WHY THE FIRST
The message arrives regardless and it prevents rest.
WHAT TO ESTABLISH FOR YOURSELF
Times when you do not work Somewhere work does not happen, where possible A point at which the day ends
WHY
Without an end, work expands into everything.
WHAT TO DO ABOUT REMOTE WORKING
Establish a defined start and finish Separate the working space, where possible Leave the space at the end
WHY
Physical separation substitutes for the separation a commute provided.
WHAT TO ESTABLISH ABOUT LEAVE
That it is taken That people are not contacted That work is covered
WHY COVERAGE
Leave spent worrying about accumulating work is not recovery.
WHAT TO ARRANGE
Cover, properly, before people leave.
WHAT TO RECOGNISE
That recovery is what makes sustained performance possible.
