The Leadership Dilemma: Embracing the Right to Disconnect

In the ongoing discussion surrounding the 'right to disconnect', it's crucial for us, as leaders, to examine our own internal attitudes towards disconnection.

Most of the people I work with hold senior leadership positions, responsible for shaping and maintaining organisational culture and work practices. While no one explicitly tells them to remain connected at all times, I commonly observe their struggles with switching off. This can range from simply checking emails during holiday time to consistently engaging with work-related tasks at all hours. It might be taking a day of sick leave when ill, and then continuing to work from home despite being unwell.

Take a moment to reflect: What 'rules' are you implicitly following? How does this impact you personally and professionally? Consider also the effects on your family and your own health.

Even more importantly, consider the unintended 'expectations' you might be communicating to your team by never seeming to disconnect. What ramifications does this have for your organisation? Could your constant involvement be disempowering those who report to you? (No – your ‘help’ is not always interpreted favourably!)

For many senior leaders, embracing the right to disconnect must start with introspection. You too, can - and should – disconnect.

One of my favourite ways to disconnect is horse riding. My horse, Bart, knows when I take my phone out of my pocket to take a call, and he misbehaves to remind me to focus on riding! Alternatively, when time is short, a brief yoga session helps me reset.?

What strategies do you employ to disconnect?

Go Fearlessly - Corrinne