This year will likely be remembered unfavorably by most people due to the multitude of hardships, losses and inconveniences associated with the COVID-19 pandemic. For many, 2020 was wrought with chaotic transitions and the juggling of personal and professional commitments—often simultaneously. Levels of preparedness varied, as did productivity. In some instances, organizations performed much better than anticipated. Undoubtedly, some employees struggled away from traditional in-person workspaces. This reminds me of a saying from my US military days: “He/she did not come in your seabag.” Admittedly, the statement can sound harsh, as it implies that sailors need to separate their work and home lives, especially when deployed, because distractions impact individual performance and can cost lives in certain conditions or environments.
The reality is that the separation of home and work life has become increasingly difficult, given an always-on mentality and technological capabilities that largely enable work to be performed anywhere and at any time. The pandemic has made it downright impossible to decouple the two. From my vantage point, based on literature and conversations across the globe, it seems that senior leaders and middle managers have done a fairly good job accommodating their most valuable resources. Despite any technological advances within industries or occupations, human beings will always be critical to success. It is my hope that enterprise leaders will preserve newfound flexibility, because life is anything but predictable. Furthermore, it has been my experience that employees who know their supervisors care about their collective wellbeing will always go the extra mile.
The reality is that the separation of home and work life has become increasingly difficult, given an always-on mentality and technological capabilities that largely enable work to be performed anywhere and at any time.Even before I accepted a remote position 6 years ago, my work-life balance was elusive. I added more to my plate in mid-2019 when I deliberately sacrificed my free time to complete a master’s degree program (which will finally conclude this month). In total, this recent academic journey entailed the completion of 14 classes over a span of 17 months. The work translates to a Master of Science degree in education in workforce education and development from Southern Illinois University (Carbondale, Illinois, USA). I am fortunate that my chosen program and courses enriched my personal and professional life, but like many decisions in life, it came with a cost. Fortunately, I had just enough of my veteran’s education benefits remaining to cover the financial cost of my master’s degree. The remaining cost was personal well-being, with notable impacts on my mental and physical health. Sometimes a “can-do” mentality results in self-induced stress and, as anyone who thrives under pressure and deadlines knows, it can get the best of you.
Last year I wrote about the need to recharge, and for a multitude of reasons, I failed to do so. Oftentimes, people use the turn of a calendar year to establish new routines or norms. With my schooling nearly complete and major life changes on the horizon in early 2021, I have a renewed focus on work-life balance. For me, the motivation to begin a new endeavor is usually high at the start, but energy levels can fluctuate. This hinders the consistency required to establish lasting habits, especially when personal and professional commitments collide.
Conclusion
This month, I decided to take a more personal approach to my column, as it illustrates the ancient proverb “All work and no play makes Jack [or in my case Jon] a dull boy.”1 2020 was a year of self-reflection and brutal honesty, both of which are imperative for growth. Despite the adversity, it resulted in unparalleled clarity to aid my quest for balance in 2021. ISACA® members collectively do remarkable work, and your willingness to give back makes my job very rewarding. I hope you all can enjoy some downtime to focus on things away from the office in 2021.
Endnotes
1 Wikipedia, “All Work and No Play Makes Jack a Dull Boy”
Jonathan Brandt, CISM, CDPSE, CCISO, CISSP, CPI, CSA+, PMP
Is a senior information security practice manager in ISACA’s Knowledge and Research department. In this role, he contributes thought leadership by generating ideas and deliverables relevant to ISACA’s constituents. He serves ISACA® departments as a subject matter expert on information security projects and leads author management teams whenever external resources are necessary. Brandt is a highly accomplished US Navy veteran with more than 25 years of experience spanning multidisciplinary security, cyberoperations and technical workforce development. Prior to joining ISACA, Brandt was a project manager for classified critical infrastructure projects across the globe.