This summer, the ideal of total disconnection for executives in Spain turned out to be more of a myth than an attainable reality. A Catenon report reveals that 70% of CEOs failed to fully detach themselves from their work duties during their holidays. Although many acknowledge having slowed their work pace, the widespread practice was to dedicate between one and two hours per day to checking emails and answering urgent calls.
This phenomenon transcends specific sectors, with a similar pattern observed in various areas of the business sphere. The working hours were adjusted, often starting between 10:00 and 10:30 in the morning, with weekends reserved for a more effective disconnection. During the summer, numerous executives opted for two-week staggered vacations, leaving operations in the hands of their seconds in command. This highlights the importance of having well-prepared teams to take on responsibilities in the leader's absence.
Mariana Spata, CEO of Catenon, highlights that the difficulty in achieving total disconnection is a persistent challenge in senior management. However, the strengthening of second-line teams is a positive sign of organizational maturity.
Globally, the lack of disconnection is not exclusive to Spain. In Europe and elsewhere, though not in the United States, executives face constant pressure to be available. There, shorter vacation periods seem to facilitate a more effective disconnection. Constant availability affects leaders, who often have to attend to their responsibilities even in their free time, while their employees can enjoy a full rest.
With the arrival of September, the executives face an especially intense period. This month is crucial, as it challenges the ability to balance people and business management in an uncertain global context. The way leaders handle this time will not only impact the year-end close, but will also influence long-term organizational culture. According to Spata, although working hours have decreased, the presence of work remains a constant, suggesting that total disconnection continues to be a difficult goal to achieve for many in top management.
