You're leading a company culture shift. How do you find balance between work and life as a senior executive?

Leading a cultural transformation within a company while ensuring a healthy work-life balance as a senior executive can be both demanding and fulfilling. Here are several strategies to help achieve that equilibrium: 1)Establish Firm Boundaries: Define specific work hours and communicate them clearly to your team. 2)Exemplify Desired Behavior: lead by example 3)Emphasize Well-Being. 4)Delegate Effectively 5)Schedule Personal Commitments: Treat personal engagements and family time as essential 6)Engage in Mindfulness and Self-Reflection 7)Promote Flexible Work Arrangements: Support the implementation of flexible working options 8)Encourage Open Communication 9)Invest in Continuous Learning 10) Continuously Evaluate Company Culture

Work-life balance is a myth. Let us accept it. In my mindfulness practice, I have noticed that if at all you can achieve a balance, it is a state of mind. That means, be fully present to the task at hand. The way to strike a balance in this case is to look at the professional & personal/self aspect. Professionally: - define goals, milestones, team, stakeholders & outcomes - set a daily rhythm, cadence & governance - be accessible & keep your ears close to the ground Personally: - support your mental and emotional well being by investing in activities that recharge you - take breaks at regular intervals (for self and teams) - instead of overstimulating activities like pubs or noisy places, try out nature walks or meditation.

This is the NORTH STAR. Do not skip this as a FIRST step. Though it need not be set in stone. That said, it shouldn't be up for constant renegotiation. How? Start with clarifying - (Suggested) core principles: 1) Not every fire needs to be put out. 2) Good enough is, oftentimes, the best. 3) You cannot please everyone, and that's ok. (Suggested) non-negotiable: 1) Sleep: get as much as possible, without which, your effectiveness decreases. 2) Food: 80% of the time, choose wholesome food, because ultra processed food increases stress level. 3) Relationships: Proactively manage expectations of your closest relationships, so you don't squander goodwill. Based on the above, identifying priorities become simpler (not the same as easy).

Delegar es una de las tareas, aparentemente más sencillas y una de las más retadoras, ya que en un proceso de cambio de cultura, no solo son los procedimientos los que se transforman, también son las personas las que tienen transformaciones y en ocasiones, sus mentes no están tan preparadas para el cambio. Si consigues con empatía que tu equipo reciba las tareas nuevas, las responsabilidades nuevas que se les entregan de la mejor manera seguramente será exitoso el proceso lograrás concentrarte en lo estratégico y determinante del proceso de cambio.

Delegation is huge. It is also important to be able to do the things on your list, defer the non urgent ones and delete those that you keep procrastinating so that you do not overwhelm yourself. So it's all about doing, delegating, defer and delete.

Work life balance is a myth. Work life integration is a reality. Set clear priorities and boundaries. Communicate and collaborate. Be flexible and adapt as you go.

Se liderar uma mudan?a na cultura da empresa é responsabilidade sua, é pressuposto básico que você conhe?a esse processo, seu percurso e dificuldades. é pressuposto que você tenha experiência no assunto e que tenha competência para lidar com o stress que ele provoca. Certamente esse stress e ansiedade v?o se manifestar também na vida pessoal o que vai demandar sua percep??o e da sua família. Aceitar a situa??o e lidar com ela de forma construtiva é a saída. Tentar equilbrar ou negar o stress só vai aumentar o mal estar. Respeite seus sentimentos e emo??es e seja seu me?hor parceiro nessa hora

I'm confused by the frame for this article. I believe a senior executive is always creating the organization culture. They are fully responsible and accountable for the organization's culture. Whether the frame is a "culture shift" or "culture maintenance" the leadership team creates culture by what they say and do. So, unless the desired culture is "we only reward overwork and overwhelm here", the executive leaders should model wellness behaviors. This is sometimes called walking the talk. Sure, leaders have high expectations and visibility. Sure, their extraordinarily hard work is often how they achieved their position. But now it is imperative to model wellness for their team. The rewards will still come and be enjoyed.