During the next several decades, workers began to revolt over long hours, dangerous working conditions and child labor. Days shrank to 10 hours and then 8, children as young as six were prohibited from work, locked doors (to prevent those slacking workers from hieing-off) were unlocked. Trade unions were formed to negotiate for better pay, benefits and working conditions and employment laws were passed to eliminate—at least in the sphere of public policy—the codified ill-treatment of workers.
In the 1950’s and 1960’s, a non-agrarian, family was able to live relatively well on one salary and it became easier to acquire a house and car. These children of the Traditionalists (people born between 1925 and 1945) were the leading edge of the working Baby Boomers and, because of the post-war boom, were in high demand.
Fast forward to the 1970’s and it starts getting very unpleasant. Inflation mushroomed, gas prices exploded and so did the work week. Between 1977 and 1997, the workweek expanded by over 8% (43.6 hours to 47.1 hours a week on average). A 70 hour work week became de rigueur.
At the same time, anti-discrimination laws began to address gender and pregnancy discrimination. Good thing. Because of inflation, the single worker salary was just not enough to cover expenses or sock away a little extra for education or retirement.
In the mid-1980’s the term “work-life balance” emerged to describe the separation (or lack thereof) between work and home. This generation was dubbed the “Me Generation,” called “yuppies” or “yummies” (young, upwardly mobile professionals), “buppies” (Black upwardly-mobile professionals), or members of the “Age of Isolation.” Latchkey and shuttle cock kids were found to have increased attention deficits (over-stimulated and exhausted) and poorer diets. Our kids are getting fatter and (can I say it plainly) dumber.
And a new industry was born.
What concerns me in the discussion of work-life balance is that there seems to be little concern with whether the work we’re trying to balance is important. Sure, moving things from one side of the desk to the other in a particular workday and schlepping the kidlets to soccer/swim/tap/tai-kwon-jitsu seems laudable, but it that what’s really important? Oh, yeah, and can we make all of that work without factoring out personal happiness and satisfaction.
Talking with a group of women, I heard many explain that they had to sacrifice for their children. Why then, I asked, was it only women that are heard having that conversation? There are a few home truths to consider here:
What Does it Take to Have it All “Having it all,” as defined by others, takes a whole lot of support.
What I don’t think we’re focusing on is whether people are doing work that matters or that’s workable. As the workday gets filled with ass-covering email tracking, cryptic voicemail deciphering, endless meetings (to “report in” to micromanaging bosses who are poorly deployed), we find ourselves doing less “real work”—work that fulfills strategic intentions and desired outcomes.
When asked “can you really get your two kids to all those events,” I’ve never heard a woman who has been able to say a clean “no—it’s not feasible” or ‘no, that’s too much for a school night” even though that’s their persistent complaint.
Leaders must be selected, placed and trained to better plan, support and counsel, becoming champions of their workers, committed to blasting barriers and garnering needed resources. They must be challenged to be better workload planners, using their prowess to determine how to best use people to fulfill on business strategy—rather than becoming experts at moving piles around. At the same time, in our families, we have to be more focused in the “bigger game” managing our overarching aims: a happy, satisfying family life; personal satisfaction and personal growth and health, well-developed children who can function well in society without becoming time, energy or emotional vampires.
Crossposted at Like Nobody's Business
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