Opinion: Stuart Thomson on work-life balance

Stuart Thomson

Many people come to think about the balance between their personal ‘work life’ and their ‘personal life’ later in a career. That should be a consideration from the start. But it also means appreciating that the two cannot often be neatly divided or evenly balanced.

The idea of a work-life balance appears to suggest some type of equilibrium between the two. It also often places the burden on the individual to draw the lines between the work and the personal. Actually, most employers rightly recognise the benefits to themselves and the individual if the balance is considered. Personal health and productivity can improve, and the level of job satisfaction increases. If you feel as though you are being looked after, then the longer you may even stay in the role.

Considerations about a form of balance should not, though, be left until later in a career. It is not just about the ability to spend time with children and families or focusing on leisure pursuits to counteract aging!

Often the balance can entail quite serious commitments in the personal realm, for instance, those with caring responsibilities. Those responsibilities can impact anyone at any age.

It is also up to each person what their time looks like outside of the workplace. It cannot, of course, clash with the day job or bring any form of potential reputational damage, but otherwise, the time is yours to do with what you will. That could be study, having a ‘side hustle,’ taking up a hobby, or finishing a box set—whatever works for you.

That does not mean that a workday can be neatly divided. For many workplaces, especially in a professional setting, there is not really a 9-5. That requires flexibility on both the part of the employee and the employer. It becomes clear that the balance between work and life cannot be neatly divided and compartmentalised. For those with pressing commitments, such as caring, arrangements can be made, but for the majority, sometimes you will work ‘late,’ and there will be periods of intense work and potentially pressure. This cannot be avoided. Whilst employers recognise the need for everyone to think about their relationship between home and work, that does not mean the employee has all the control. There is often a lack of balance, and especially in the early years of a career, it will be weighted in favour of the employer.

How can each individual think about setting some dividing lines from the outset?

Boundaries – The UK hasn’t yet gone down the legislative route for a ‘right to switch off,’ but many firms have. There is no harm in having conversations with line managers about such matters.

Time management – The better organised a person is in the workplace, the better able they are to finish their work on time and move onto the personal.

Co-existence – There is no reason why some of the personal and professional cannot overlap. If, for instance, a class is during the workday, then as long as the work is done, the class could still be attended. A balance does not mean complete separation.

Personal health – The critical role of physical and mental health is now largely uncontested in the workplace, so explore the opportunities for these from the outset. Do not leave it until later.

Timesheet culture – For many organisations, the quality of the work is more important than the time spent at a desk. But for some organisations, particularly in professional services, they can expect both. It may be that this is reflected in the pay packet, but think about what you want from the outset.
Never fall into the trap of thinking that there is any such thing as a perfect balance between work life and personal life. Especially early on, the boundaries can be extremely unclear. You may socialise with colleagues as well as work alongside them. That is an important part of building a culture—but is that ‘work’ or ‘personal’? It is both.

It is important to think about what balance in life looks like rather than expecting an equilibrium to be achieved. Never leave that thinking too late.

Stuart Thomson’s latest book is The Company and the Activist