The Myth of the Always-On Leader

Being 'always-on' is frequently rebranded as dedication, but it often masks a deeper anxiety rather than effective leadership. Research consistently links this culture to increased burnout, disengagement, and a lack of psychological safety. When leaders feel that resting is unsafe, they struggle to disconnect, ultimately undermining their own long-term performance.

The Marks & Spencer Controversy

The debate over constant availability gained momentum last week after a post regarding Marks & Spencer CEO Stuart Machin went viral. Speaking at the Business Leader Summit in Westminster, Machin stated that he dislikes leaders who switch off during holidays and expressed disdain for discussions surrounding work-life balance. His comments sparked significant backlash, with some experts labeling the sentiment as workplace abuse.

The Cascading Effect on Culture

While high-stakes leadership requires significant commitment, there is a distinct difference between dedication and compulsion. When a CEO promotes constant availability as a benchmark for success, the message permeates every level of the organization. Employees begin to feel that disconnecting is a risk to their professional standing, leading to a culture where staff feel pressured to remain visible even when exhausted.

Understanding the Emotional Drivers

The inability to switch off is rarely just a discipline issue; it is often driven by internal emotional hooks. For many high-achieving leaders, their professional role is deeply tied to their identity. When they stop working, they may face uncomfortable feelings of disappearing or a loss of self-worth.

  • Vigilance as Safety: Some leaders check their devices because they fear that things will fall apart without them, a pattern often rooted in past environments where constant oversight was necessary for survival.
  • Conditional Value: Many leaders were raised in environments where love or approval was tied to achievement. This creates a belief that productivity is the only proof of value, a script that persists long after they have reached the boardroom.

How to Shift the Culture

Surface-level fixes, such as app timers or forced vacations, rarely address the root cause of these behaviors. Instead, leaders must confront their own fears regarding what happens when they step away. To foster a healthier environment, leaders should:

  • Practice Disconnection: Schedule at least one hour daily with zero professional association to prove that you exist outside of your role.
  • Model Healthy Behavior: Culture is shaped by actions, not memos. By waiting until Monday to send a non-urgent email or protecting your personal time, you signal to your team that rest is acceptable.

Ultimately, if a leader models an inability to handle internal discomfort, that behavior will reverberate throughout the entire company. Addressing the emotional hooks behind your constant availability will not diminish your leadership; it will make you a more effective and sustainable leader.