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Managing work/life balance complexity

UAE. On managing the work/life complexity Richard Jolly, Adjunct Professor of Organisational Behaviour, London Business School comments:

“The demands from work and personal life have never been greater in the GCC. I see two reasons senior managers should take a closer look at the way the complexities of work and personal life are handled in their companies.

“It’s what we call the ‘Double Crunch’ a stage where many people are starting families and first general management jobs at the same time. Their roles demand a different set of skills.

“Now their job is less about what they know, and more about how they manage and lead a team and build relationships across the organisation. It’s a demanding job; they have genuine accountability and relatively little control.

“Senior executives would do well to listen to their successors. More than 95% of senior executives globally tell me they are ‘Hurry Sick’ – addicted to email and disillusioned with inefficient meetings. So how do we manage the complexity of work and personal life?

“First we have to understand that the very concept of a work/life balance is a false dichotomy. It assumes that one is good and one is bad and that they are clearly defined and so can be equally balanced.

“I have consistently been struck by the strong values in the region around the importance of family and friends – much more of an emphasis that in most Western cultures and something that I admire and many Western companies could learn from.

“However, as work becomes more demanding of time and energy, there is an inevitable pressure on executives about how they spend their time. Managing this tension is going to become even more important, yet challenging, for executives than before.”

Note: Professor Richard Jolly is teaching at London Business School’s Dubai Centre until Thursday 4 June, 2015.

date:Posted: June 2, 2015

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date:Posted: June 2, 2015

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