Source: Boris Groysberg and Robin Abrahams, Harvard Business Review, Vol. 92 no. 3, March 2014
Work/life balance is at best an elusive ideal and at worst a complete myth, today’s senior executives will tell you. But by making deliberate choices about which opportunities they’ll pursue and which they’ll decline, rather than simply reacting to emergencies, leaders can and do engage meaningfully with work, family, and community. They’ve discovered through hard experience that prospering in the senior ranks is a matter of carefully combining work and home so as not to lose themselves, their loved ones, or their foothold on success. Those who do this most effectively involve their families in work decisions and activities. They also vigilantly manage their own human capital, endeavoring to give both work and home their due—over a period of years, not weeks or days.
That’s how the 21st-century business leaders in our research said they reconcile their professional and personal lives. In this article we draw on five years’ worth of interviews with almost 4,000 executives worldwide, conducted by students at Harvard Business School, and a survey of 82 executives in an HBS leadership course.
Deliberate choices don’t guarantee complete control. Life sometimes takes over, whether it’s a parent’s dementia or a teenager’s car accident. But many of the executives we’ve studied—men and women alike—have sustained their momentum during such challenges while staying connected to their families. Their stories and advice reflect five main themes: defining success for yourself, managing technology, building support networks at work and at home, traveling or relocating selectively, and collaborating with your partner.