The issue of mental burnout has long been a discussion point, dating back to before the rise of emails. Interestingly, even back in 2003 – which were still early days – it was felt that the lifespan of a managing director was only five years and that of a chief executive officer of a FTSE 500 company was 28 months.
Given that everyone today is much more accessible and handling far more e-communication, it is fair to expect these figures to be worse, but to the contrary, they have improved. The average life span of an MD has increased to around seven years and CEOs to 36 months – even despite the financial crisis.
It’s difficult to understand, bar the fact that, although more pressurised, decision-making is easier because we have more information to use. We are working harder, but possibly less on gut feel? Research has noted that executives have 45 per cent less time to make a decision than ten years ago, but somehow executives are adapting to this reality. Is it sustainable?
The number of emails that every executive receives means that every day is full on and there is very little time for reflection. They have bucked the expected trend of burnout by meeting the challenge of the increased e-communication with seemingly better results. But logic still dictates that something will have to give. Does there need to be a human shield, a gatekeeper for the ambush of sales emails?
In fairness, the last six to seven years have been a fight to survive and many have needed to adapt to new environments. The funds needed for a full-time secretarial position were non-existent in many companies. Now, as companies start to plan again, executives will need to have time in their busy day to reflect and consider strategy. It is, therefore, logical that we will begin to see the rise of the secretary again.
Back in the 80s, pools of secretaries were very common. Even those in middle management had a secretary. But it was a different era – one of the personally typed letter and strong personal relationships. With the rise of the laptop and the mobile phone, middle management worked at hot desks or in the field with mobile technology. Communication was more immediate and direct, and in a recession this was logical.
However, there is a limit to the level of e-communication anyone can handle effectively, and arguably we are past that limit. The average executive can only mentally take on board the details of 30-35 emails per day and yet receives close to 200. This has doubled in the last decade. If the trend continues, executives will begin to sink under the mass of information surrounding them. It is natural that we will see the rise of extra support for management.
The last six years have already taught us the limitations of the virtual world in terms of developing strong networks and relationships. There is good reason why the execs from the 80s and 90s are still strong today – and have lasted longer in senior positions than any generation previously.
We are now seeing a move back towards working relationships, and it is natural the cycle continues with re-employment of secretaries for more than just senior execs. Life does seem to go full circle.
For hoteliers, time spent dealing with email correspondence means less time available to interact with guests. Will we see General Managers again utilising the help of a secretary or other admin staff? Share your thoughts in the Comments section below or email us (irony noted) at news@ehotelier.net.
About the author
Ben V Butler writes for eHotelier’s sister print title EP Business in Hospitality.
