We live in an era where employees aren’t just asking for flexibility at work—they’re demanding it. Whether it’s remote opportunities, modified hours, or the chance to pursue outside interests, there’s a clear push from the workforce to blend work and life more seamlessly. This shift, which gained momentum over the past few years, isn’t just a pandemic-era relic. It’s the new normal. And as a leader, you probably feel the tension between supporting this flexibility and ensuring that business needs—like deadlines, quality standards, and customer satisfaction—are still met.
This tension came up recently in a conversation I had with Xenium HR expert Nicole Blevins, who has advised leaders on navigating these delicate waters.
According to Nicole, the root issues often surface when expectations aren’t clearly defined or consistently reinforced. As she puts it, “What happens a lot of times is that leaders don’t hold the performance piece accountable from the very beginning… If you are holding people accountable, if you’re having ongoing regular conversations about their performance, how they’re doing, what the expectations are, a lot of times you’re not going to run into this issue.”
The Classic Flexibility Dilemma
Consider a typical scenario Nicole has encountered: An exempt (salaried) employee notifies their manager that they’ll need to leave a few hours early for personal matters. The manager agrees, only to later discover that the employee was working on a side hustle—something like photography—during what would have otherwise been company time.
Initially, the manager’s reaction might be anger. But as Nicole suggests, it’s essential to ask the right questions and get to the core of the issue: “It really shifted the conversation to, ‘How do we address that performance concern?’ because flexibility is not the problem here.”
In other words, when employees aren’t meeting expectations, the real culprit is often a lack of clarity around performance and accountability.
The personal errand or side hustle is simply the visible tip of a much deeper iceberg. If the employee had consistently met goals and produced high-quality work, the early departure likely wouldn’t be the catalyst for frustration.
Setting the Stage Early
Leaders can avoid these conflicts by setting clear expectations upfront and keeping the dialogue open. Nicole suggests a proactive approach:
“Have a conversation of, ‘I want you to have a good work-life balance. We value flexibility here. Just make sure that, at the end of the day, the tasks you have are being done and done well.'”
This transparency helps employees understand that freedom and flexibility are granted in tandem with accountability and results.
Regular one-on-ones and status updates can be a game-changer. When performance issues arise, address them immediately. Nicole advises leaders to be direct and empathetic: “It’s hard to have these conversations, right? No one likes to point out all the errors. But there’s a way to do it with kindness and compassion.”
When It Spills Over into Culture
Flexibility and accountability aren’t just manager-employee issues; they have a ripple effect on team culture. Suppose one worker’s flexible schedule leads to others feeling overworked or resentful. Maybe the departing employee posts on social media about their midday passion project, and a colleague who’s knee-deep in spreadsheets notices. Before long, this can create a culture problem—one fueled by the perception that standards aren’t being applied evenly or fairly.
Nicole stresses the importance of going beyond punitive measures and understanding the underlying feelings: “Is it because [other employees] feel like they don’t have a good work-life balance or that they’re not given enough flexibility?”
Leaders should probe for the underlying pain points.
If employees feel slighted, it’s time to explore whether they are also free to pursue personal interests or adjust their schedules—provided they meet performance expectations.
A Framework for Managers
- Set Expectations Clearly and Early: Don’t wait for an incident to define what flexibility means. Make it clear from the start that performance and accountability are non-negotiables.
- Stay in Constant Dialogue: Use regular check-ins and one-on-ones to discuss deadlines, quality of work, and any emerging performance issues. As Nicole notes, employees won’t be blindsided by feedback if they’re already engaging in ongoing conversations.
- Be Direct, Be Empathetic: Pointing out performance issues doesn’t have to be confrontational. Frame it as an opportunity to help the employee succeed. “There’s a way to do it with kindness and compassion,” says Nicole.
- Consider Cultural Implications: If flexible arrangements breed resentment within the team, investigate why. Talk openly with team members who feel overlooked and find out what’s missing for them.
- Focus on Results, Not Just Hours: For exempt employees, it’s about getting the work done. If projects are completed on time and to a high standard, a few hours off the grid shouldn’t matter.
A New Normal That Works
In a fluid work world, managers must actively shape a culture where performance and flexibility coexist. Employees crave autonomy and a sense of control over their schedules, but they also need to know that their work matters and that underperformance won’t go unaddressed.
Striking the right balance may not be easy, but it’s achievable—and the rewards are worth it. Empowering employees to balance work and life can drive engagement, loyalty, and innovation. At the same time, holding them to clear standards ensures that business needs remain at the forefront.
As Nicole reminds us, “Be supportive, be open and honest and direct, and these conversations won’t seem as muddy.”
That’s advice any leader can take to heart as we navigate the evolving world of work.