The Cost of Constant Availability: Why “Always On” Is Still a Leadership Risk

The lines between work and home have become increasingly blurred. With hybrid schedules, mobile access, and constant notifications, many leaders feel an unspoken expectation to remain reachable at all times. As we head towards December, this pressure becomes even more noticeable. What should be a natural pause often becomes a quieter extension of the working year, with many leaders finding it difficult to switch off fully, even when they take time away.

The reality is that constant availability carries a cost. It affects wellbeing, clarity, and long-term performance, and it shapes the experience of the teams who look to leaders for cues. In this blog, we explore why “always on” remains a challenge in modern workplaces, the impact it has on leaders and teams, and the steps that can help create healthier, more sustainable working patterns.

The hidden costs of being “always on”
Being accessible might feel supportive in the moment, but over time the impact can be significant. Recent research reflects how widespread this has become. A UK survey reported that 51% of workers regularly work beyond their contracted hours every day. It’s a clear sign that overworking and constant availability have become routine for many, often without people realising it has happened.

• Cognitive overload:
  Continually switching between tasks, messages, and interruptions makes it harder to focus. Even simple decisions can start to feel more difficult when the brain has no space to reset.

• Emotional fatigue:
  Ongoing responsiveness can quietly drain emotional energy. Leaders often absorb the concerns and pressures of others, which can gradually erode their own resilience.

• Unintended expectations:
  When leaders are always available, even informally, it can create a sense that others should be too. Teams may feel the need to keep up, even if nothing is said.

• Lack of recovery time:
  Meaningful rest requires mental distance. When evenings, weekends, and holidays still involve checking emails or staying on standby, the mind cannot properly recover. Over time, performance is affected.

Why leaders are most at risk
The pressure to be constantly available is often strongest for those in senior roles. Many leaders feel a sense of responsibility that makes switching off difficult. There may be a concern about missing something important or letting others down. Hybrid working has added another layer, making boundaries feel less defined.

This becomes particularly noticeable at the end of the year. December should offer a moment to pause, yet many leaders find themselves checking emails while on leave or thinking ahead to January. If stepping back feels uncomfortable, it can be a sign that constant availability has become an expected norm.

The impact on teams
Leaders set the tone for how a team operates. If they are continually available, teams may assume they need to be too. Over time, this contributes to cultures where people feel unable to switch off or pace their workload sensibly.

The effects can include:
• Lower psychological safety when people worry about response times
• Increased tension and fatigue, reducing creativity and problem-solving
• Fragmented communication due to reactive decision-making
• Less opportunity for strategic thinking as people move from task to task

When leaders feel stretched, teams often feel it too. When leaders model healthier habits, the benefits ripple outward.

Boundaries are not barriers
There is a persistent belief that being available equals being effective. In reality, healthy boundaries support clearer thinking, stronger communication, and more sustainable performance. Boundaries also help build trust. When people know when others are available and when they are not, communication becomes more intentional and balanced.

Boundaries are not about working less. They are about working with greater clarity. They help leaders stay present during the day and genuinely rest outside of it. They also show teams that wellbeing matters in practice, not just in principle.

Practical steps to reduce the “always on” culture
Small steps can make a meaningful difference. Leaders can begin with:

• Communicating availability clearly:
  Let your team know when you are available and when you are offline.

• Using delayed send:
  Scheduling emails to arrive during working hours removes unnecessary pressure.

• Protecting focus time:
  Mark time in your diary for thinking, planning, or deeper work. Encourage others to do the same.

• Modelling healthy behaviour:
  Take breaks, avoid late-night messages, and make space for rest. These cues matter.

• Creating team agreements:
  Discuss expectations around communication outside working hours. Clarity supports confidence.

• Exploring coaching support:
  Executive, emotional intelligence, and therapeutic coaching can help leaders understand their habits and develop more sustainable patterns, especially around boundaries and wellbeing.

• A timely reminder before the holiday period
  As December holidays approach, this is a good moment to reflect on your own availability habits. If taking a full break feels difficult, it may be a sign that “always on” expectations have become more ingrained than intended. Sustainable leadership relies on rest, balance, and the ability to step back without feeling disconnected.

Creating healthier working patterns benefits everyone. It gives leaders the space they need to think clearly, and it creates teams who feel supported, trusted, and able to switch off too. As the year comes to a close, even one small change can have a positive impact on wellbeing and performance, both now and into the new year.

If you would like support in building healthier habits, we offer leadership coaching and emotional intelligence training designed to support leaders and teams. Contact us if you’d like to find out more.