The quiet exhaustion of the always available leader
Availability should match operational need. A permanent open channel can conceal a role without adequate cover.
The performance question
A leader answering every evening message may be responding to unclear expectations rather than genuine emergencies. Identify what depends on availability and what colleagues assume requires an immediate answer. Agree boundaries through the operating model, not a private promise to ignore the phone.
What the evidence supports
HSE describes insufficient rest and long working hours as fatigue risks and recommends recording working hours and on call work. NICE also recommends support for managers’ own mental health needs. Neither makes constant availability a measure of leadership commitment.[1][2]
A practical approach
Sample out of hours contacts for a fortnight using categories, not message content. Establish one emergency route, define what qualifies and name the person covering it. Schedule routine responses during working time. Tell colleagues when an answer can be expected and ensure global or operational teams have appropriate local cover.
How to review progress
Review the number of unnecessary interruptions and whether emergencies were handled promptly. Check that another leader has not inherited the same unmanageable burden. If fatigue persists despite work changes, offer appropriate professional support rather than treating boundaries as a complete remedy.
Sources and references
- Human factors: Fatigue Opens in a new tab
Health and Safety Executive
Why fatigue matters and key principles for managing working hours
- Mental wellbeing at work Opens in a new tab
NICE
NG212 sections 1.1 to 1.6: strategy, environment, managers and individual support