International Women’s Day this month highlighted a range of challenges that still exist for women in the workforce, and a range of achievements. I’ve read many an article this year on gender equality and promoting flexibility in the workforce and it appears there are conflicting views when it comes to part-time work for senior positions.
While workforce flexibility isn’t a female specific topic, it’s something many working women grapple with when deciding to have a family. Last month a BBC article discussed part time at the top. A journalist friend asked my view as she packed her bags on a long career after being told part time wasn’t an option for her.
I currently balance a four day week in a senior leadership position with my other job, mum to two kids under five. I was promoted into my current role four weeks after returning from maternity leave with my second child. The role had originally been full time, but with two kids under school age, I knew I would regret not spending some time with them during the week, so I suggested four days a week to my boss.
I already knew that the company had a positive attitude towards contemporary flexible working and was able to position that a 20% saving on my salary would benefit our bottom line.
Two years later, do I still think it’s possible? Yes, but there are a number of prerequisites to making it work.
- Firstly, you need a work culture that is built around outcomes and not the number of hours spent in the office. This needs to be driven from the top. A supportive manager and peer network is much more likely if the MD and CEO set the agenda.
- Secondly, a mentor in the workplace who has ‘been there and done that’ can really help when things get tough (and they do!). My mentor was promoted into senior leadership when she was pregnant with her now eight year old. Her support and advice has really made a difference over the past couple of years.
- Thirdly, don’t get caught up feeling guilty and have the confidence to push back. Guilt comes from all angles, from being away from your family, to leaving the office early or being unavailable on your days off. Set your boundaries and communicate them clearly. If your scheduled day off is Friday, then your colleagues need to understand that you probably won’t be answering their phone calls. The reality is I often don’t know where my phone is half of the day, the kids have either swiped it to play a preschool app, or it’s buried at the bottom of a nappy bag coated in mashed banana and cracker crumbs.
- Fourth, a solid 2IC who can manage escalations in your absence. The availability piece is a big sticking factor when companies consider part-time leaders at the top. Not even full time employees can be available all of the time. My recommended workaround, and something that is vital to my success in my position, is to have a solid 2IC who can manage escalations on your behalf or connect with other senior leaders for support. Not only does this mitigate the availability piece but it provides a great development opportunity for team members looking for growth and progression.
- My final pre-requisite is a really strong personal support network. For me, and many others, we simply could not do this if we didn’t have partners who were willing to share the load at home. Family and friends can also offer invaluable support. I don’t have any family living in Australia but a network of friends and baby sitters has provided an extra layer of flexibility. Last year I also made a decision to hire an Au pair which significantly helped create some much needed balance.
So part-time at or close to the top is achievable but it’s not easy. My corporate life would be much easier if I was available five days a week to jump on conference calls and tackle my never ending ‘to do’ list. It’s a personal choice to move to a four day week which brings constant compromise and balancing challenges, but I believe I am a much more efficient operator now. I’ve heard many a time ‘if you want something done give it to a busy person’. Now I don’t have time to sweat the small stuff and juggling multiple priorities is becoming second nature.
I’d urge organisations to open their minds to workforce flexibility at all levels. Creating an agile workforce will not only create a competitive advantage but re-engage untapped and much needed talent.