How Grant Thornton moved the needle on well-being and performance.
by Dr. Mary McNevin, Diana Thomas, Amy Happ
February 9, 2024
Many executives and high performers aren’t sleeping because they can’t turn their brains off. They’re bombarded with communication and requests. They feel overwhelmed by never-ending to-do lists and struggle to control their calendars, their well-being and their health.
In today’s demanding professional landscape, a lack of work-life balance has emerged as a critical concern. Burnout has become an epidemic, and high levels of stress among employees not only impact their well-being but also hinder overall organizational performance (we guarantee you’ll be surprised when you learn just how much).
According to Grant Thornton’s “2023 State of Work in America” survey, well over half (61 percent) of survey respondents have experienced burnout in the past year. As many leaders know, burnout is even more prevalent among high-potential leaders and high-performing individuals.
When asked about the cause of burnout at work, 53 percent of respondents indicated mental and emotional stress as the top reason. Long hours (42 percent), workload (42 percent) and people shortages (41 percent) followed closely behind as other top causes. These alarming statistics highlight the pressing need for organizations to address work-life balance and burnout in the workplace.
Grant Thornton is intentional about fostering a people-focused workplace, and its purpose is “to make business more personal and build trust into every result.” To live out that purpose, Grant Thornton invests in employee well-being.
After all, focusing on employees’ work-life balance supports and aligns with many of the company’s core values. This is why the firm introduced a trailblazing coaching program to support high-performing employees in maintaining a healthy work-life balance.
Identifying employee overwork and burnout
The seed was planted for Grant Thornton’s work-life balance coaching initiative when a regional leader in the company’s audit practice approached Amy Happ, Grant Thornton’s director of leadership development and learning innovation, about a senior manager who consistently worked well beyond his target hours. Despite the leader’s efforts to reduce the senior manager’s workload and provide additional resources and support, he was at a high risk of burning out. Recognizing the need for change, the leader inquired about pairing the individual with an executive coach.
Knowing other individuals in the company were facing similar challenges, Happ reached out to the firm’s executive coaches to find out if any had expertise in work-life balance coaching. At the same time, she analyzed the hourly utilization rates of senior managers and directors across the firm. She discovered that, while many were exceeding their target utilization rates, a group of about 15 people were over their targets by anywhere from 25 percent to 50 percent. These individuals were invited to participate in a six-month work-life balance pilot coaching engagement program led by executive coaches Mary McNevin and Diana Thomas.
Equipping employees with mindset shifts and practical tools
The objectives of the pilot program, named “Taking Care of Ourselves (and Others),” were twofold: to foster a mindset shift about the ways the employees manage the demands of work and personal life, and to provide practical tools that would enable them to show up as their best selves in both spheres.
During the six-month program, participants engaged in coaching sessions that addressed various aspects of work-life balance, such as finding purpose, developing healthy habits, time management, identifying priorities, handling stress and becoming more strategic in their approach to managing the many demands on their time.
The program adopted a blended approach to accommodate participants’ busy schedules, including sessions with the full cohort, small groups and individualized coaching. Throughout these sessions, participants were encouraged to recognize they could take control of their schedules and workloads, and that working longer hours did not guarantee career success.
Participants (aka Work-Life Warriors) also received email check-ins every Friday with a program recap, a prompt to help them keep work-life balance top of mind or a challenge to change their behavior (such as making time to do something they love over the weekend). Email communication proved a valuable touchpoint in maintaining interactivity and engagement in the program throughout the week.
Fostering engagement and trust between participants and coaches
Implementing the pilot coaching program was not without its challenges. The target group was an achievement-oriented bunch. Since the pandemic, most of them had started working remotely or were only going into the office a couple of days a week, which meant that they were working more hours because they didn’t have a commute or the defined boundaries of an office environment. Data showed that some were working as much as double the amount expected of them. And most of them didn’t see (or even know of) an alternative way to work.
Unsurprisingly for a group of high performers, the individuals came into the program with some skepticism: “Why have I been picked for the pilot?” “Why am I being singled out?” “Am I doing something wrong?” “Is this for real?”
To address these initial doubts, the program’s kickoff included contributions from the relevant business heads to help demonstrate the company’s commitment to supporting its employees’ well-being and dispel doubts about the program’s authenticity. The sincere support of those top-level leaders was essential to create the safe environment needed for such a program to have an impact.
A significant portion of the work required to achieve lasting change for the participants involved overcoming a limiting belief that working long hours was the way to get ahead in one’s career at the firm. Breaking down this mindset was not an overnight fix. However, doing so was critical if the Work-Life Warriors were going to sustain the new behaviors they would learn through the program. Once the participants were primed for personal change, they were ready to receive the tools that would enable them to remake their entire approach to both work and personal demands.
The involvement of executive coaches from outside of the firm also played a crucial role in establishing trust and engagement among participants. As coaches who have struggled with work-life balance in their own careers as executives, Thomas and McNevin were able to offer genuine empathy for the participants’ situations. Knowing their coaches would never be involved in career or promotion decisions, the participants felt more comfortable opening up about their struggles in confidential sessions than they initially did in front of their peers.
During individual coaching sessions, participants identified the underlying causes of their overutilization and burnout and developed strategies to address these challenges. From there, the coaches were able to provide valuable insights and solutions that made the program feel relatable and practical. Participants learned it was possible for them to be 100 percent engaged at work while also taking time for recovery.
For example, one small change involved a rebuild of participants’ calendars. While few people relish back-to-back meetings, they’ve become a necessity in many organizations. The coaches encouraged participants to change the default length of meetings to 50 minutes instead of 60. While it may sound like a minor difference, that extra 10 minutes offered the Work-Life Warriors an opportunity to regroup, process the meeting, have a glass of water or simply take a break.
Evaluating the program’s success and key takeaways
Grant Thornton’s work-life balance coaching program showcased remarkable breakthroughs and progress. Participants began adopting small, meaningful changes in their routines, such as taking regular breaks, disconnecting from work during holidays and focusing on their well-being. In one example, the coaches challenged participants not to send any emails over a holiday weekend. Those who completed the challenge returned to work on Monday with renewed energy — and the appreciation of their families.
The program’s outcomes were also analyzed through business data at the firm. The decrease in utilization rates among participants averaged 10 to 30 percent during the six-month period they were working through the program. Contrary to the belief that longer hours create success, participants discovered that by adopting a healthier work-life balance, they could achieve better outcomes — without sacrificing their well-being.
The data shows how even small changes can have a significant impact. As work hours decreased to become closer to each individual’s target, productivity metrics went up.
That’s right: Working fewer hours led to stronger performance that the firm could tie to revenue. While this pilot was only a small sample population, it’s worth pointing out that the participants were selected because they were at the highest risk of burnout based on their utilization rates. Seeing those outcomes created confidence that working on work-life balance is a win-win for all involved.
The takeaways for individuals were also notable. Pre- and post-program surveys revealed:
Positive shifts in participants’ awareness of unhealthy work behaviors and the need for recovery time in their day.
A 30 percent increased use of “micro chillers” (short breaks to reset and recharge).
Improved overall well-being, sensed by both the individuals and their families.
A 20 percent self-reported increase in work-life balance.
Stats aside, the best feedback came from participants’ reactions. Many described how the program empowered them to take control of their lives, make intentional choices and achieve a healthier balance between work and personal commitments.
Extending the initiative and commitment to employee well-being
“Taking Care of Ourselves (and Others)” provides a powerful case study showcasing how over-working, achievement-driven individuals were able to make practical mindset and behavioral changes to improve their work-life balance.
As a result of the program’s success, Grant Thornton plans to extend the initiative to a wider group of employees, taking key lessons from the pilot to make the program even more effective.
Even small work and lifestyle changes can have a significant impact on employee well-being — while boosting productivity. The more that leaders talk about and prioritize the importance of health and wellness of all employees, the more we will see a transformative shift in conversations, expectations and behaviors around work-life balance.
Amy Happ
Amy Happ is the director of leadership and learning innovation at Grant Thornton LLP.
Diana Thomas
Diana Thomas is a Certified Executive & Team Coach with Marshall Goldsmith's organization and a member of the ICF (International Coach Federation). She held the position of Vice President of Learning & Development for McDonald’s Corporation USA. Thomas is the co-author of Be More Strategic in Business and the host of Talent Champions. She holds an MBA, a master’s degree in Human Resources Development and Business Management, a BA in Education and Economics, and is also a certified 500 yoga instructor. As a proven, successful Fortune 100 Executive, Thomas partners with business executives to help them become better leaders and find more happiness in their lives.
Dr. Mary McNevin
Dr. Mary McNevin is an executive coach, talent advisor, and former CLO and award-winning talent executive. She is a growth-oriented talent management executive with 20+ years of experience in learning, talent management, succession planning, and strategy development. Dr. McNevin earned her doctorate (EdD) from the University of Pennsylvania through an interdisciplinary program with GSE and Wharton School of Business. Her dissertation focused on Executive Coaching in the C-suite. Dr. McNevin also holds an MBA from the University of Wisconsin-Madison and an MS in Education from the University of Pennsylvania.