Making work, work for you

Making work, work for you

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We’ve almost reached the end of our financial year at EY, and I find myself reflecting on the evolution we’ve all taken over the last year. The world reopened and for many of us that meant yet again, redefining our way of working; will I be returning to the office or continue working remotely? What does hybrid working practically look like? Will business travel resume? How can I support my team through another shift? How will change impact my family life?

As employees, our priorities have changed and we saw a tectonic shift in purpose, values and the definition of success. As employers, we need to react and redefine ways of working to preserve the talent pipeline, protect growth and create exceptional experiences for our people.

I caught up with my colleague, Jane Duncan, who is preparing to start a new chapter at EY as the UK Head of Government and Infrastructure Consulting. Jane shared her insights on how she’s coped throughout her career and made work, work for her. Thank you Jane for allowing me to share your insights and congratulations on your new role.

In conversation with Jane Duncan

Michael: Jane, you’re a partner at one of the world’s largest professional service firms, now taking on a new leadership position, and a mum of three children. How have you managed to find work-life balance? Or have you?

Jane: Mostly yes. I’ve always tried to find ways to keep doing the work I loved and keep the time I need for my children. When I was at university, and in my first roles as a graduate, I chose a challenging field – consulting – and poured myself into my work, with great client projects. It was when I started a family that I realised traditional ways of working no longer worked for me.

Michael: What changed?

Jane: When I returned from maternity leave, I chose to work three days a week. It was a difficult start, often feeling trapped between two worlds. I liked my career, but I was told by head-hunters they’d never once placed a part-time worker in consulting. I also lived outside of London, where nurseries didn’t open until 8:00 a.m., which meant that by the time I arrived at work at 9:30 a.m. the office day was well underway. I always felt one step behind.

I kept going though, and a key turning point was realising that for some clients, my part-time status was actually an advantage. They wanted experience and guidance, but they didn’t need it everyday. So, I started to design roles with the clients directly. I found work for myself, and then started to bring in other working parents who offered great expertise but didn’t necessarily fit the 5 days a week on site model.

Over the years, my projects and responsibilities got bigger – and of course, so did my children, so it has got a bit easier. In 2013, I had struggled off to the office with three children, a pushchair, two school bags and a laptop. Today, they walk themselves to school and I’ve gradually worked my way back to four and now five days a week. And remote working has of course now been transformed. Over my 12 years of working three days a week, I got the benefit of so many great days with the children - by the seaside, covered in glitter. I don’t remember many meetings that I missed.

Michael: Jane, you tell such an inspiring story about how you’ve made work, work for you. I know we don’t quite know where the world of work will settle with continuing disruption, but all signs point to a future in which employees have greater scope to make work, work for them (be it part-time, flexible or hybrid working). What advice can you give to the next generation of leaders to maximize their success in achieving their career goals and safeguarding their personal time?

Jane: I get asked this question a lot and I have these suggestions:

1.??????Stay close to your clients. Part-time work arrangements don’t stop you working with clients. Seek opportunities to work on interesting projects and keep in touch with the people you meet. That connection will help you remain relevant to them, to the industry and to your organization.

2.??????Find your champion. Seek out a champion who helps you excel, believes in your skills and will go out of their way to create opportunities for you, regardless of what else you have going on in your life.

3.??????Play to your strengths. When you are trying to do it all, think about your strengths – what you’re best at – and play to them. You’ll then carry on doing them really well, even if your time is limited and the rest of your life sometimes chaotic.

4.??????Find new ways to network and work. A lot of how we interact with clients and with each other is still based on traditional work culture. Think practically about the ways that fit with your routine to work and connect with people – for me, that’s a lot of quick coffees at mainline stations!

5.??????Make working arrangements work for all of your team. Communication is key across teams. Be honest and transparent about what you each need and want to do in a week – whether that’s making teatime or yoga. ?If everyone does their fair share of the work, the whole team should have the space and time to do the things that are most important to them.

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The views reflected in this article are the views of the author and do not necessarily reflect the views of the global EY organization or its member firms.