DEVELOPMENT
How to create better work boundaries in the age of the right to disconnect
Leah Mether has all you need to know to carve out a culture where personal time is protected and employees can recharge without guilt
Boundaries between work and personal time have become dangerously blurred in recent years , with constant connectivity and flexible work arrangements making it harder for people to switch off . As PAs , EAs and chiefs of staff , you ’ re at the frontline of this challenge – balancing the needs of your exec ( s ) with the wellbeing of your team .
But now , with Australia ’ s Right to Disconnect laws in place for large businesses ( and coming soon for smaller ones ), the responsibility of creating better boundaries has taken on new significance . These laws , embedded in the Fair Work Act , grant employees the right to disengage from work outside of scheduled hours unless there ’ s an emergency or prior agreement .
Why boundaries matter Clear communication boundaries are vital . These are not just for compliance but for the health and productivity of your team too . We know that when people are allowed to disconnect and recharge , they perform better . They are more engaged . And they can deliver their best work .
Without clear expectations , confusion , frustration and burnout can become the norm , with staff feeling overwhelmed by the pressure to always be available .
For the Right to Disconnect laws to be effective , leaders need to guide their teams in setting and maintaining boundaries . But this isn ’ t about imposing rigid rules . It ’ s about fostering a shared understanding of when and how communication out of hours should happen .
Co-creating boundaries with your team Involving your team in setting boundaries is one of the most effective ways to ensure they ’ re respected . Collaboration is key . This isn ’ t just about telling staff when they can or can ’ t respond to work messages . It ’ s about open conversations to explore different scenarios . It ’ s about exploring what ’ s acceptable . And it ’ s about creating shared expectations that make boundaries easier to maintain .
Managing power dynamics Leaders need to be mindful of power dynamics in after-hours communication . You might send an email late at night because that ’ s when it suits you . But appreciate that even if you add a note they need not reply until tomorrow , others – particularly junior or new team members – may feel compelled to respond immediately .
The solution ? Use scheduling tools for out-ofhours emails . If you ’ re working late or early , organise for your emails to land in inboxes during work hours . This eliminates any implied pressure and helps your team respect their own personal time .
Leading by example Your behaviour sets the tone for how your team approaches boundaries . If you ’ re breaking the rules by responding to messages after hours , you
46 Executive PA | Summer Issue 2025