Now that mobile working is becoming increasingly common, Professor Graham Jones, research and diagnostics director at Lane4 Management Group Ltd, discusses how managers can cope when they’re available 24/7.

Mobile working is a particularly fashionable word in the world of business right now. Thanks to wireless technology, laptops, PDAs and the good old Blackberry, thousands of workers around the country are taking advantage of the ability to work any time, any place, anywhere.

An increasing number of people choosing to work from home a few days a week can keep on top of goings on in the office even when they’re travelling or out at meetings, and those back at the office have the peace of mind that, should a crisis arise, they can get hold of their manager for the best advice.

The virtual office has indeed revolutionised the way we do business but what about the unwanted side effects when the line between business and pleasure becomes blurred?

Losing the work-life balance

Managers may have the luxury of being able to manage their workload whenever wherever, but increasingly they’re losing their grip on a healthy work-life balance.

Today’s mobile manager is never away from his desk and whether it’s an evening, a weekend or even a holiday abroad with the family, he or she is expected to be on call to deal with any eventuality.

Indeed, it's not unusual to see people talking on their mobile phones or even typing away at their laptop while sipping cocktails at the poolside. Research by The Work Foundation has found that 30 per cent of Britons are failing to take their annual leave entitlement and it is because they are too busy.

But it’s certainly not healthy. In an age where mobile technology is the norm, the time has come to distinguish some sensible working practices so that, not only are managers able to take time out without disturbance, but those who work under them realise the importance of team work.

Working with large national and multi-national companies, we often come across workforces who, on realising they don’t have their boss on hand to deal with any queries or problems, seize up with fright.

While this may indicate that there is a definite leader amongst the workforce – someone to turn to in times of trouble – there is usually very little sign of team work in these environments. Each individual regards themselves as having a job to do without realising that each plays a vital role in achieving a common goal.

Generating teamwork and motivation

In a world of mobile work, a leader that is successful in generating teamwork and motivation is vital. Regardless of status or position within a company, everyone is entitled to draw a line between their work lives and their home and social lives.

This is obviously more difficult to achieve if the place where you live is also the place where you work, but time and again it's proven that creating this boundary is fundamental to maintaining a level of enthusiasm, morale and productivity.

Mobile managers must learn to switch off – in all ways. It’s vital to call time on the working day and to switch off your mobile, your laptop and anything else that connects you to the office, even if it’s just at weekends and holidays. They need to set an example of leaving on time and taking their holidays. They should also create effective hand-over notes and show they trust their staff to get on with the job while they are away by giving them responsibility and not phoning in to check up on them.

People working in teams and sharing responsibilities means that roles do not become person-dependent. The guarantee is you’ll return to work revitalised and when faced with a sink or swim situation, your employees will thrive when they realise the results they can achieve in your absence when they think like a team.

It is vital in any company that promotes mobile working that HR lays down procedures to be followed to maintain healthy working practices. Staff are a company’s most important asset and their wellbeing should be safeguarded so that they can perform their roles to the best of their ability – even if this means stopping them working at the end of the day.

* Lane4 is a performance development consultancy founded by Olympic gold medal winner Adrian Moorhouse, Professor Graham Jones and Adrian Hutchinson. It works with board level individuals and teams from blue chip organisations such as Coca-Cola Enterprises, Safeway Stores plc, Deutsche Bank, and Woolworths Group plc.