For those of you who can actually find the time to sit back and read the newspapers, (not just the Sport or Employment Sections), you might recall the coverage of Father Time by Daniel Petre (Macmillan - 1998).

Petre argues generations of children are growing up fatherless.  The live to work ethic versus the work to live philosophy also comes under scrutiny.  A balanced life is one which uses time at work efficiently while also providing dedicated time for family and personal pursuits.

While Petre's focus is specifically on the relationship between father and son, the fact the prevailing corporate culture demands an executive's total commitment, it is reasonable to apply the argument equally to men and women.

Sport managers are faced with a set of unusual circumstances.  They are expected to work their usual week, attend evening and weekend meetings and show up at the game(s) or events as often as possible.  It is easy to take for granted the extent to which salaried sport managers give up their leisure and family time.

When Sportspeople reviews candidates for sport management positions, and in particular when we're seeking the candidate's view on the hours required to fulfil a job, the "work as required" philosophy is more often than not the mantra in sport.  There appears to be an unwritten rule in sport that it's OK to work whenever your're needed and it's acceptable to be needed in the evenings, on the weekends, before work or whenever and wherever required.

This work obsession is clearly wrong. Sport managers get roped into committing their lives to the success of the organisation.  More often than not they are moulding themselves on the performance of previous or current managers or simply on how they think they should act.  Sure, a commitment to the organisation is important and an integral part of working with any organisation, but there has to be some balance to the commitment.

Evaluating your productivity in the workplace is a good starting point.  Maximise productivity in the time you have available in the office, setting clear objectives at least weekly.  Avoid carrying over priorities from week to week.  Focus on the big issues - too often sport managers get bogged down on the menial tasks at the expense of the big issues,  Work smarter, not longer.

Establish some rules in the workplace about out of hours commitments.  The nature of our industry means there will be an impact on your family and personal time, but keep it in balance.   Have the courage to question the need for you to attend every meeting and event.  The strength of an organisation should be evaluated on its capacity to work as a collective rather than its dependency on the one unit for success.  It's no coincidence the best managers also exhibit strong time management and delegation skills.

When you have a family or personal commitment diarise it,  just as you would any other important business meeting.   Resist the pressure to change it.  While attending your children's big events (Athletics and Swimming carnivals etc.) is a good start, try to have a presence at other times where the focus is not just on performance or results.

Plan to invest time in your organisation to develop a work culture which not only respects and values the family, it prioritises family issues approporiately against work goals.

These aren't easy things to do, particularly within the context of Australian Sport.  You'll be surprised how many people will understand exactly what you're saying and how pleased they are you have finally said it.

Robert McMurtrie is Executive Director of Sportspeople - a specialist recruitment agency for the sports and recreation industry.  Sportspeople can be contacted on Telephone (02) 9436 2385, fax (02) 9437 4531 or email: remcm@ozemail.com.au

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