INTHEBLACK March 2025 - Magazine - Page 50
WORK SMART
So, how can employees and their bosses
navigate the challenges of maintaining
a healthy work-life balance in a world
that is constantly “on” and find ways to
disconnect effectively?
by setting specific times to read and respond
to any messages received.
“Outside these times, stay away from your
inbox,” Rayat advises.
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50 INTHEBLACK March 2025
The answer lies not just in legal protections,
but in prioritising mental wellbeing,
encouraging boundary-setting and fostering
the flexibility employees need to recharge,
argues Simi Rayat, organisational psychologist
and executive coach at Wellbeing Face.
She says it is important to explore
strategies for effectively disconnecting,
both as individuals from our roles and
workplaces, and as leaders and
managers who create
a culture where people feel
comfortable disconnecting
when it's appropriate.
“This should align
with the work that
needs to be done,
ensuring it is done
effectively and to
a high standard,
while also promoting
the wellbeing,
satisfaction and
fulfilment of the team.”
The best approach is to
communicate with your team
and set realistic expectations
from the start.
“Have a two-way conversation at the
start of a project so you can set everyone up
for success and recognise that we’re all going
to need time to disconnect,” she says.
Setting clear boundaries should be part
of that conversation; otherwise, the lines can
easily blur, as the temptation to check and
respond to emails or texts will always be there.
“Establish and communicate clear start
and end times for your workday, especially
when working from home. If you are working
remotely, create a specific area for work
and leave that space when the workday ends
to create a mental and physical boundary,”
Rayat says.
Disabling notifications for work-related
apps and emails outside of work hours
is also a good tactic, as well as resisting
the urge to check emails continuously
In industries where employees are always
“on” or where client demands are high,
the challenge to maintain work-life balance
can be even more challenging, says Peters.
“Employees can effectively manage their
right to disconnect by choosing not to
engage digitally outside of working hours
and establishing boundaries for themselves.
“However, there is sometimes a pressure
and expectation for employees to
respond immediately, especially in
a global work environment with
stakeholders in different
time zones,” he says.
It means clear
strategies need
to be in place and
communicated
to all employees.
“One approach
is for companies to
implement a formal
policy to regulate
digital communication
channels and mitigate
communication outside
of work hours. For instance,
they could use email settings
to delay the delivery of messages
until the next day,” says Peters.
Leading by example is also important and
managers should set the tone for the team by
prioritising their own work-life balance, he says.
“My role means that a lot of my
stakeholders are in different geographies
and time zones. To ensure smooth
communication, I make proactive efforts
throughout the day to address their needs
and concerns.
“I prioritise completing all tasks before
the end of my workday and make sure to
allocate personal time whenever possible
to maintain a healthy work-life balance.
“I’ve learnt the hard way that those
thoughts and stresses about work will impact
my amount and quality of sleep, so I have
a strict rule for not checking emails before
bed,” says Peters. ■
