Today’s guest post echos something I say a lot: you can have it all…just not all at once. And I truly believe that. I also believe that in today’s more typical two-parent working families there are choices that do need to be made for the family. They do not have to be forever and it is probably best if they are equitable, one person sacrifices for a time, than another. So your family and your chosen workplace need to have the flexibility to make it work. Like Greg and his family have realized and live.
You can do anything you want in life. You just can’t do everything you want.
This sage advice was given by my father-in-law to my wife when she started medical school. No phrase better sums up the reality of work / life choices. Our careers and family responsibilities constantly force us to make choices on what we won’t do, in order to do the things we must or want to do. Our progression through our careers and early family life has provided countless examples of this universal truth.
Four years ago, we felt we had reached equilibrium. Our careers were advancing, and our two boys (two and under-one at the time) seemed to be in a good routine with daycare. We had built our dream house a year earlier, and other than lengthy commutes that made getting to daycare on time sometimes an event (though we were never late), life seemed to be moving along smoothly. My wife was thinking of cutting back some on her work hours to spend more time with the boys, and we felt we had the financial flexibility to do so.
Then, as our eldest son was approaching his third birthday, it was becoming clear that he was not going to be ready to move to the next class in the daycare. The local school psychologist was brought in, and what had always seemed just “developmental delay” became “autism” overnight. Daycare was no longer an option, and we enrolled our son in an early intervention program in our public schools.
The preschool ran from 8:30 – 2:30, so we needed help after school, and cutting back that much time was not an option for my wife. Thus, we needed to hire a nanny, an unexpected financial shock which, when combined with the costs of upcoming therapies, set back indefinitely any plans for my wife to cut back on her hours (and numerous home improvements we had planned).
After a year or so, we had recalibrated our lives and were again in a decent routine. I took a new job at a company three hours away which required (ideally) spending a few days a week in the office. While the travel was not ideal, it was a real growth opportunity. Then, another of life’s little surprises came our way, as we discovered my wife was pregnant with child #3 (another boy). This unplanned event once again threw off our balance; my wife had c-sections with each child, and it would be impossible for her to watch all three boys on her own for the first few months after delivery.
So the sacrifice this time involved cutting back on my time at the office significantly, with a corresponding loss of momentum, visibility, and impact in my role. No matter what you may hear about the growth and attractiveness of telecommuting, it is not a widely accepted practice in traditional industrial companies. Even after my wife recovered, having a house full of three boys aged five and under is not conducive to a busy travel schedule. But we persevered, and my trips to the office settled in at an every-other-week pace.
Eventually, however, that was not enough for the company. Times were tough, and strong, visible leadership was needed. I was asked to spend most of my time in the office. In return, I’d be on a rapid path to a general manager role. The other alternative was to work out a negotiated layoff. I only had a few days to decide in advance of the next board meeting. While never having faced the prospect of being without a job, and knowing that my leverage in finding a new position would be slim without an existing job, I nevertheless worked out terms of my departure, as moving or spending more time away from home were not viable options given my wife’s career development and our family situation.
In the ensuring scramble to find a new position, I was fortunate to have several offers. Knowing the realities of our work/life situation helped me keep my priorities straight. I ended up turning down a Chief Marketing Officer role in favor of one that gave me more flexibility and a slightly shorter commute, even though the CMO position offered >50% better pay. The deal-breaker was when I asked at the last minute for clarification of travel expectations, and was told that I’d need to spend a week per month in Europe. While I would have loved the role, it just wasn’t viable in face of our daily realities.
In no way have I or my wife lost sight of our dreams, be it continuing to advance her academic career or running a company. But we do know that life and careers are long, and making the right sacrifices now while continuing to build the skills, relationships, and processes we will need to be successful in the long run is the best choice we can make. We have learned to keep “the next sacrifice” in mind, whether its on the daily decisions (who takes the sick child to the doctor) or in the face of life-changing events (a parental illness).
Greg Strosaker is a marketing executive at Mayfran International in Cleveland, Ohio. His wife is a pediatrician at Rainbow Babies and Children’s Hospital, and they have three boys aged seven and younger, the oldest is autistic. Between work, family, and marathon training, Greg still finds time to maintain the Constant Cogitation blog on marketing, strategy, leadership, productivity, parenting, and running.