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As the Right to Disconnect becomes essential in today’s businesses, a workplace expert has stressed that leaders must set the standards and lead by example to create an environment where employees feel empowered to disconnect from work.
HR Leader recently spoke with Michelle Gibbings, workplace expert and author of Bad Boss: What to Do If You Work for One, Manage One, or Are One, about how business leaders have the responsibility to lead by example when it comes to the Right to Disconnect.
Gibbings highlighted that the Right to Disconnect had become a critical topic in today’s workplace, particularly in technology-driven environments where it has become “easy to be on all the time”.
While constant connectivity may be perceived as essential for success, Gibbings cautioned that failing to establish clear boundaries around disconnecting can lead to significant consequences, including “burnout, decreased productivity and poor mental health”.
The role of leaders in setting boundaries
Gibbings highlighted the crucial role that leaders within an organisation play in modelling and promoting the practice of the Right to Disconnect with its employees.
She explained how leaders’ actions not only set the tone for the organisation but also define the standards and expectations that employees aspire to follow, ultimately influencing the behaviours that become ingrained within the company.
“Leaders play a crucial role, and so too does the organisation’s culture, both of which set the standard around what’s accepted and expected,” she said.
If leaders fail to model appropriate behaviours and be constantly available, Gibbings cautioned how it sends a powerful message to employees that such behaviours are the expected norm.
“If leaders don’t role model appropriate behaviours, it sends a message to their team about what’s expected,” she said.
To foster a healthier work environment and truly uphold the Right to Disconnect, Gibbings advocates for leaders to have open, honest conversations and establish clear expectations around disconnection with their team.
“Leaders will want to discuss and agree on boundaries with their team members. For example, talk about how you will handle calls and emails when situations are urgent. Talk about how you best work together and support each other,” she said
The risks of inconsistent boundaries
When leaders neglect to embody the Right to Disconnect or don’t set clear and consistent boundaries for their employees, the implications can be substantial.
Gibbings explained that such behaviour sends a clear message that boundaries are neither established nor respected within the workplace environment for their employees.
“While leaders may face an occasional adjustment, if they constantly shift their boundaries and are inconsistent, it sends a message that boundaries don’t matter,” she said.
She also warned that when leaders fail to lead by example, employees may begin to feel that disconnecting is not an option – and, even worse, they might fear that doing so could lead to negative repercussions.
“Setting this pattern of behaviour can make it harder for their team to feel like they can set boundaries and disconnect from work,” she said.
Moreover, she referenced findings from international studies that indicate how neglecting the Right to Disconnect can lead to concerning, long-term effects on employee’s wellbeing and organisational performance.
“International studies reveal the increase in mental health issues, with experts warning the ramifications will extend far into the future. This impact has financial consequences, with the World Health Organisation estimating that depression and anxiety cost the global economy over $1 trillion in lost productivity,” she said.
“Economist John Pencavel from Stanford University found that productivity declines when people work more than 50 hours each week. Even worse, working 70 hours or more a week causes the person to get the same amount of work done as people who work 55 hours.”
Practical ways to model the Right to Disconnect
To effectively model the Right to Disconnect, Gibbings suggests that leaders must set two types of boundaries: “ones they establish with themselves and those they put in place with their boss, team and work colleagues”.
She also recommended that leaders establish clear personal boundaries around their working hours by implementing routines that signal the end of the workday.
“It can help to have routines that signal the end of your working day. It may be going to the gym, meditating or catching up with a friend.
“Also, have your phone automatically switch to ‘do not disturb’ and turn off social media push notifications and email alerts at set times. Use the technology settings to help you switch ‘off’,” she said.
