send a signal that boundaries don ’ t really matter . It becomes a case of ‘ do as I say , not as I do .’
Leadership by example is key here . You need to model the behaviour you want to see in your team . If no-one is expected to respond to emails after hours , don ’ t send them yourself . And if you expect people to leave work on time , make sure you ’ re seen doing the same at least a couple of nights a week . It may be a change for you but it ’ s an important one .
Managing workloads is also critical . If your team feels overwhelmed , they ’ ll struggle to disconnect , no matter what boundaries you ’ ve set . Regular check-ins and workload assessments help ensure your people can switch off at the end of the day without worrying about unfinished tasks or looming deadlines .
Building a culture that respects boundaries As a high-level assistant , you ’ ll be partly responsible for ensuring the Right to Disconnect laws are respected across your organisation . Clear policies , regular communication and consistent leadership will help embed these boundaries into your workplace culture .
Culture is the behaviour that is rewarded , supported , tolerated and makes people feel included . It doesn ’ t matter what you say if what you ’ re doing is different . Not only do you need to respect the boundaries you set but you should also celebrate others who do the same – and not tolerate those who don ’ t .
Through collaboration , consistent leadership and clear communication , you can create a work environment where personal time is protected and employees can recharge without guilt . In the end , this approach will lead to a more motivated , productive , and resilient team — one that performs at its best when it matters most . S leahmether . com . au
A three-step guide to successful co-created boundaries
Define when contact is necessary
1 Establish clear guidelines on when it ’ s appropriate for parties ( both leaders and staff ) to reach out after hours . Explore different eventualities , such as in emergencies and when things can wait .
Decide how communication should happen
2 Agree on preferred methods ( phone , text or email ?) so that everyone is clear on how to handle various situations .
Know that when your team helps create these rules ,
3 they are more likely to understand and respect them It ’ s not about top-down control but mutual agreements that everyone can follow .
THE EXPERT
Leah is a communication and human skills specialist , obsessed with making the ‘ people part ’ of leadership and work life easier . She is a trainer , speaker , facilitator and author of two acclaimed books .
Summer Issue 2025 | Executive PA 47