Is work-life balance attainable for leaders?

From my discussions in group workshops and individual sessions, responses to the titular question reveal a far-from-optimistic outlook. Research corroborates that managers globally and in Poland endure higher levels of exhaustion and occupational burnout compared to their teams – a pattern particularly acute among middle-management. As an unexpected consequence, Gen Z professionals shun promotions, wary of the psychological toll of leadership roles. While most leaders I engage with desire greater balance, many view it as "a mythical unicorn" – appealing yet practically elusive. We eagerly consume advice and lectures on the topic, but our daily realities fluctuate between "it’s hard" and "no way it can be done". Indeed, for many reasons, implementing the concept of work-life balance remains a challenge for leaders. However, there are plenty of actions we can realistically take – to the benefit of ourselves, employees, and entire organisations.

How to recognise a leader who maintains balance

Example 1

Roman stays up late, lying in bed while trying to squeeze every last drop of productivity from his day by obsessing over current projects. He wakes at dawn feeling anxious, relieved only when morning arrives so he can dive into "meaningful work". He downs coffee and fires off stress-inducing messages to his team before their workday even begins. Breakfast? A protein bar. Lunch? A waste of time. His laptop, phone, and tablet buzz relentlessly with notifications. Meetings drag as he obsessively dissects every detail, then he rushes late to the next one – a pattern repeating until nightfall. Staff hesitate to mention clocking off, as boundary-setting is met with thinly veiled disappointment. Instant replies to his messages earn fleeting approval. His family tiptoes around his "important work", avoiding complaints to spare him stress. When did he last take a proper holiday? Nobody recalls.

Example 2

Tomasz checks his calendar in the morning and sets the day’s priorities: approve the budget and pick up his son from training at 18:30. He eats breakfast at the table while listening to a chapter of an audiobook about the power of conflict. His first work block is dedicated to key tasks: analysing the sales report and closing the budget. Only then does he open his email. He eats lunch in the company of a manager from another department. They exchange work-related comments, then opinions about the new TV series. He holds a conversation with an employee during a walk. A client crisis requires a teleconference, but Tomasz delegates tasks to the team. He ensures meetings have a purpose and an agenda. He ends the workday by passing on tomorrow’s instructions, sending final messages, and noting what he wants to remember. In the evening, he occasionally sits down to creative work or listens to industry podcasts, but it’s always one clearly defined activity.

These two descriptions are pieced together from elements of real lives belonging to people I know. It’s plain to see that Tomasz demonstrates a better sense of balance. Roman is utterly devoted to his work, though we cannot deny Tomasz’s dedication either. Figuring out which of them delivers stronger results might not be so straightforward. With no doubt, their contrasting approaches carry a host of implications.

Why a leader’s equilibrium matters to the entire company

The negative effects of disrupted balance will eventually manifest as fatigue, somatic complaints, weakened immunity, sleep disturbances, impaired memory and cognition, frustration, negative thoughts, and anxiety. This stems from insufficient recovery time and depriving oneself of the protective benefits of healthy relationships and the joy of pursuing personal passions. For some, this may escalate into burnout, depression, or chronic illness, while loneliness, conflicts, and diminished self-esteem will permanently degrade quality of life. From an employer’s perspective, noticeable declines in work quality, motivation, initiative, increased misunderstandings, and more frequent absences may arise. However, for leaders, the consequences extend far beyond the individual, directly impacting employees:

• Leaders transfer the self-imposed pressure onto their teams, either overtly or covertly expecting constant availability, rapid responses, and boundless dedication. This disrupts employees’ work-life equilibrium, thereby amplifying the aforementioned individual consequences across the organisation.
• The assumption that if the boss has chosen this lifestyle, others should too, breeds a sense of alienation and lack of empathy. When employees see no visible support or goodwill gestures directed their way, they disengage and stick to the bare minimum required.
• Constant presence and micromanagement foster feelings of distrust and underappreciation. Employees receive the message that they cannot be left unsupervised even for a day. When the boss jumps in first to handle every task immediately, they grow passive. Compounding this dissatisfaction is the sheer inefficiency of such leadership.
• Team relationships deteriorate. As everyone strives to impress the ever-present manager, self-serving behaviour takes hold. Trust erodes, initiative and collaboration dwindle among colleagues, while conflicts arise more easily. Meanwhile, staff avoid addressing issues openly.
• A lack of perspective and cognitive overload result in impaired decision-making and bottlenecks. Even with strong intent, leaders cannot realistically keep on top of everything. By failing to empower staff to reassess issues and take initiative, operational delays inevitably arise.

But what if leaders actively resist pursuing work-life balance?

There is much evidence to suggest that a leader who maintains balance is a better leader. Considering all the negative consequences of lacking work-life balance, companies should be keen to ensure that managerial roles are held by individuals capable of sustaining harmony in their lives. However, to what extent can personal decisions about how each of us lives guide the selection of managers? And if someone wants work to be the centre of their world – can we interfere? Most leaders, at least in their declarations, strive for greater balance. Yet there are still those who devote themselves to work without limits, fully convinced that this is the right and only way to achieve success. It seems though, that whether they like it or not, leaders will increasingly recognize balance. Employees expect this, as work-life balance is becoming the most critical factor when choosing an employer. This is driven by competition for talent and changes in legislation. Companies, meanwhile, can support these changes by building internal culture and educating leaders.

What hinders and what helps leaders maintain balance

In some companies, maintaining work-life balance is easier; in others, it seems to border on the miraculous. Some individuals struggle to preserve equilibrium even with organisational support, while others manage to safeguard it in the most unfavourable environments. Our ability to preserve work-life balance is shaped by factors related to the workplace and our own personal traits and competencies.

7 effective ideas to enhance work-life balance

1. Define your balance

The traditional concept of work-life balance, understood as a strict separation between professional and personal spheres, is challenging for many to implement in practice. If we work from home, have creative roles, or even socialise privately with colleagues, who can definitively say where “work” ends and “life” begins? Often, we don’t even wish to enforce rigid boundaries. A more practical approach in such cases is work-life integration, where we blend overlapping roles – ensuring work doesn’t excessively dominate. This shift in mindset offers greater flexibility. Instead of structuring days around rigid “from-to” work hours and relegating rest to the margins, we can thoughtfully organise tasks across all available time to harmonise different life domains.

2. Set professional and personal priorities

A helpful habit is to ask yourself every morning: “What’s important today?” and providing two answers – one related to your professional life, the other to life outside work. If you consistently ensure these two priorities are met daily, your sense of equilibrium will strengthen. You could certainly set more priorities, but I deliberately advise limiting this number to two – but enforcing their completion without exception.

3. Appreciate mini and micro-actions

Small but frequent, daily actions can create significant impact, particularly when your capacity is genuinely limited. Perform a few exercises or even just stretch a couple of times. Step outside the building or simply gaze out the window for a few moments. Search YouTube for relaxation or meditation sessions tailored to your available time – there are ones that last just 1 minute. Practise breathing techniques like box breathing, the 4-7-8 method, or a physiological sigh. Glance through cherished photos – loved ones, happy memories, or destinations you wish to explore. Take the stairs up and down a few flights. Learn a handful of foreign words. Listen to a chapter of an audiobook..

4. Work on your internal beliefs

This requires some courage, but try to pinpoint what you think when faced with prioritising your own equilibrium: “I can’t hold a senior role without sacrifices,” “I must give my all, or I’ll be exposed as unfit,” “I work in HR, so I can’t refuse staff,” “If I take leave, everything will crumble,” “I genuinely can’t step back.” Write down these statements sequentially, then begin questioning and adopting multiple perspectives: Why specifically can’t you let go? What benefits does this stance offer you? What would happen if you released control? You can engage in this process independently or with a psychologist. Alternatively, run an experiment: relinquish a minor responsibility and observe the outcomes.

5. Delegate and empower your team

Delegation helps leaders 'reclaim' 6-8 hours per week and reduces their stress by 23%. At the same time, empowering employees increases their engagement, motivation, creativity, and trust in the leader. It also develops competencies and prepares employees for promotions, which long-term alleviates the leaders’ burden. However, delegation is hindered by perfectionism and fear of being 'outshone' by employees and losing influence. Review your delegation competencies and work on them if needed. Through the EAP programme, you can, for example, practise with a coach, and your collaboration will remain entirely confidential. If internal beliefs stop you from delegating, consider how much you gain versus lose from this stance.

6. Improve your time management skills

Try techniques such as: tracking time spent on various tasks using apps like Clockify or Time Doctor, scheduling time blocks for specific activities, prioritising non-urgent and important tasks using the Eisenhower Matrix, focusing on the 20% of tasks that deliver 80% of value in line with the Pareto Principle, planning time for “deep work”, and working in 4 cycles of 25-minute sessions with 5-minute breaks using the Pomodoro Technique. Implement email management rules, such as “touch it once”, where you decide what to do with a message immediately after opening it – respond if it takes under 2 minutes, convert it into a task with a specific deadline, or delete it if no action is required.

7. Utilise mentoring and reverse mentoring

In traditional mentoring, experienced leaders can share how they maintain balance and the personal development this required. Reverse mentoring, where younger employees advise senior leaders, offers fresh perspectives on work flexibility or up-to-date technology insights. This practice also aids in understanding younger generations’ needs and fosters mutual trust.

Bryan Dyson, former Coca-Cola CEO, famously likened life to juggling five balls. Four – family, health, friends, and personal growth – are glass: if dropped, they risk irreversible damage. The fifth, work, behaves like rubber – it will always bounce back. This analogy underscores that a fulfilling existence requires prioritising what’s fragile and irreplaceable. Remember, though: balance won’t manifest spontaneously in our lives – we must actively cultivate it.