ABSTRACT
W hen an organization starts to rally around the work-life balance topic, its first impulse is to implement quick systemic fixes such as reduced hours, mandatory vacations, or work-from-home policies. Although these policies, if leveraged in the right way, can be helpful, they are not effective in and of themselves. Work is often viewed as the culprit when employees suffer from a work-life imbalance, and it is sometimes referred to in the same tone of voice people use for four-letter words: “Ugh, I have to go to work tomorrow.” This statement is usually followed by a sigh and a little bit of empathy from friends. Emphasis on the “little bit,” because almost everyone has to go to work at some point. Misery does love company.
