Building healthy work boundaries for leaders so they can balance work culture and wellbeing
While dedication to work is a trait valued by leaders, when does it morph into an addiction that erodes personal wellbeing and workplace culture? In our current work environment, striking the right balance between dedication and healthy boundaries has become a challenge for us as leaders and our teams. With hybrid and remote work reshaping expectations, I was shocked to read recent research that indicated that Australia is one of the biggest offenders at blurring the line between being a committed worker, being addicted to work and perhaps even creating a culture of the ‘work-enslaved employee’.
Work addiction, a serious but often overlooked issue, has seen a significant rise in the post-pandemic era. Understanding the fine line between creating a culture of productivity and one that promotes work addiction is key to sustainable business success. So how do you know if you are adding to the cause of the issue?
The rise of work addiction
Recent studies underscore that the shift towards flexible work has not only changed how we perform our roles but also amplified the risk of work addiction. Research from Bond University backs up the idea that stress levels in Australia are among the highest and suggests the hybrid work model might be contributing. Workplace culture, commuting, lack of clarity on expectations, the individualistic nature of our society, and the need for personal achievement have all been cited as reasons that might be associated with the problem. Shockingly Australia was second in the world for occupational depression. For a country that prides itself on its laid-back nature and relaxed lifestyle, we sure do work hard.
The role of leaders in shaping culture and preventing burnout
As leaders, our approach to setting cultural norms plays a crucial role. When you exhibit signs of constant busyness or fail to model healthy work-life boundaries, it sends an implicit message that being “on” at all times is part of the job description.
However, while aiming for high performance and productivity is understandable, we mustn’t mistake work addiction for dedication. The consequences of an overworked culture are understood: burnout, reduced productivity, poor mental health, and high turnover. Yet resisting these temptations somehow seems challenging. The phrase I repeat to myself regularly is, “I put my own health and wellbeing first because I cannot look after others unless I am at my best.”, (with thanks to Heidi Dening for teaching me that lesson).
Practical tips for balancing productivity and wellbeing
Here are some strategies for creating a culture where your team will feel encouraged to contribute effectively without crossing the line into unhealthy work habits. In light of right to disconnect and psychosocial safety laws, it's timely to consider how well you are implementing these simple but often ignored strategies. When reviewing the tips below think about your own behaviour first. The more senior you are, the larger the shadow your behaviour casts.
Model healthy work practices
Leadership sets the tone for the rest of the organisation. For example, if you regularly send emails late at night, or take calls during your holiday, your team may assume that they are expected to do the same. Instead, prioritise boundaries. When I coached a senior executive recently, we focused on their email habits. Shifting their emails to schedule for the next morning instead of sending them late at night not only improved their work-life balance but also set a healthier tone for their team. As a wise person once said to me, reading emails before you go to bed only sets you up to fight with your pillow.
Clarify expectations around availability
Ambiguity about expectations can lead your team to assume they need to be available 24/7. Clear communication is crucial. If your company supports flexible work hours, make sure to outline when immediate responses are expected and when it’s acceptable to be offline. One company I worked with established a policy that emails sent after 6 pm would only be checked the next morning unless it was an emergency. This simple guideline reduced after-hours anxiety and improved team morale.
Encourage and support downtime
The era of quiet quitting, where people disengage to safeguard their work-life balance, has shown us that if leaders don’t encourage reasonable work boundaries, employees will set them in potentially disruptive ways. Promote the idea that taking time off and completely unplugging is not only accepted but encouraged. Share stories of leaders who take holidays and come back with fresh perspectives. Lead by example and remind your team that rest fuels resilience and creativity.
Provide mental health resources and support
An open dialogue around mental health, paired with support structures such as access to counseling and mental health days, can make a significant difference. Normalise conversations about stress and workload. In my advisory role, I’ve seen companies that invest in employee assistance programs or workshops on stress management report increased job satisfaction and decreased signs of burnout. Suggestions of actions you can take are here and here.
Develop a culture of trust
Trust is the bedrock of a healthy, balanced workplace. When employees trust that their value isn’t solely tied to how many hours they work, they feel more comfortable managing their time effectively. This can mean allowing flexibility for personal appointments or recognising that productivity may look different for each person. One CEO I worked with shifted their mindset from input-focused management to outcome-based leadership, boosting both morale and output. This is an ongoing debate with the return to the office still a hotly contested discussion in most board and leadership conversations. Clarity on how to manage outcomes, key result areas and KPIs is a good starting point. Try this guide (designed for recruitment agencies, but full of useful tips regardless) that I co-authored with JobAdder as a starting point.
Celebrate achievements beyond hard work
Rewarding sheer effort without acknowledging strategic thinking, collaboration, and balanced work habits can reinforce the idea that more hours equals more success. Make a point to celebrate how goals were achieved, as well as how they were met. Highlighting stories of teamwork, innovation, and employees who prioritise wellness can reshape how success is perceived within your organisation. Working smart, as well as working hard should be celebrated. Review your rewards and recognition programme and assess what behaviours it drives. Remember – what gets measured gets done. This is why responses to emails from the senior managers count and get acted upon. They are a small daily visible measure of accountability and recognition.
In summary- Lead by example
Creating a culture that balances dedication with wellbeing is a leadership responsibility. Leaders who understand and act on the nuances between being driven and being work-addicted can build an environment where employees thrive. It’s about showing that true productivity is not only about hours worked but about the quality of those hours. Health and happiness are integral to sustained success.
As leaders, our legacy will not just be the outcomes we achieve but the workplace cultures we create. By modelling balanced behaviours and supporting our teams to do the same, we can shift from simply being productive to being truly effective and fulfilled.
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Author of ‘Meaningful Work: Unlock Your Unique Path to Career Fulfilment’, Nina Mapson Bone is a people strategist, consultant, chair and keynote speaker. She consults with boards, CEOs, founders and executives on bridging the disconnect between strategy and the needs, motivations and capabilities of their people. Nina’s executive career has spanned three continents and diverse sectors. She was previously the Managing Director of Beaumont People, where she led a period of significant growth for the organisation, during which it was recognised with multiple awards. For more information visit www.nmbpeoplestrategy.com.au
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