Suraj Kumar: balancing career, family,

and self

Learning outcomes
This case study is best suited for courses in career management, stress
management, work–life management or science of well-being in
organization behavior (OB) or human resources management (HRM).
This case study is targeted at the MBA or executive development
programs. The learning outcomes of this case study are as follows: to
analyze the challenges in balancing Suraj Kumar’s (the protagonist)
work–life balance situation and identifying the main causes of such a
conflict. What are some strategies that could be used to address these
issues? To develop a plan to balance work responsibilities with family
and personal life. What specific actions could he take to achieve this
balance? To design a training program for employees that addresses
work–life balance issues. What topics would you cover in the training,
and what methods would you use to deliver the content? To create a
proposal for a flexible work arrangement program that an organization
could offer to its employees. What would be the benefits of this
program, and how would it be implemented and managed? To develop
a business case for why an organization should prioritize work–life
balance for its employees. What are the potential benefits of doing so,
and how can the organization measure the impact of its efforts?

Case overview/synopsis
This case study discusses conflicts due to competitive priorities that
people face in balancing the pressures, roles and responsibilities
between their professional life (careers) and their personal life, and the
trade-offs that they make across these multiple aspects of their lives.
This case study revolves around Suraj Kumar, a successful consultant,
who was offered a promotion as the executive director for the social
sector. This promotion would require extensive travel and time away
from his family. Kumar was struggling to balance his work
responsibilities with his family life and his involvement with the Smile
and Shine Foundation, which supports the education of children from
economically weaker sections of society. He was reflecting on his past
and present and trying to figure out how to prioritize his commitments
while also achieving his personal and professional goals.

Complexity academic level

This research has shown that a case discussion and role-play can be
effective for a less experienced audience. Instructors can provide
multiple perspectives to stimulate reflection and debate. For executive
MBA or executive development programs, a self-reflection exercise is
recommended. Participants in these programs may have personal
experience dealing with or may know others who have dealt with work–
life balance issues, making self-reflection a valuable tool.

Suraj Kumar was the Vice President of the Social Sector Division in the
Transaction Advisory Group of Foresight Development (FD) Consulting.
He had joined the organization in 2010 and rapidly progressed through
the ranks owing to his exceptional performance. On a hot and humid
Friday in September 2018, Kumar’s boss Ved Prakash informed him
about his impending promotion. Each successive career progression in
the organization had led to increased work pressure, which in turn had
forced him to compromise on the time he spent with his family and
other non-work-related activities that he enjoyed doing. He pondered
whether “work–life balance” was just a mirage rather than a reality.
Kumar wondered if he would really enjoy doing anything other than
what he was doing now. Kumar was both delighted and, in a quandary,
over whether he should accept this promotion.

Prakash, a partner in the Transaction Advisory Group, had called Kumar

and said: “Congratulations, Kumar! We are promoting you to Executive
Director of the Social Sector Division. You will be leading a team of 75
professionals. You have proved yourself worthy of handling various
challenges, and I am sure you will do a stellar job in your new position.
The team needs a leader like you, and the future of the Social Sector
Division is now in your capable hands.”

Kumar finally reached his Greenwood Society penthouse in Delhi at

11:00 p.m. He used a spare key to quietly enter his home, ensuring that
he did not disturb his sleeping wife and son. As Kumar entered his
home, he realized that he felt thirsty. He took a glass of water and sat
on his favorite recliner sofa in the living room. He tried to relax, but
various questions that needed immediate attention swamped his mind:
“Should I accept my promotion at this juncture of my life? How will I
strike a balance between increasing work pressure and my family
responsibilities? Will I be able to volunteer with the Smile and Shine
Foundation? How will I deal with my team members, who are valuable
resources and have valid arguments regarding their work–family
issues? What will Prakash, my team members, my professional
network, wife, parents and friends think if I withdraw from this
promotion?”

Foresight Development Consulting

FD Consulting was set up in the 1840s in England. The firm flourished and became a large
multinational operating from more than 700 offices across 150 countries. It comprised more
than 250,000 employees, with a global revenue of over US$30bn in the fiscal year 2017. A
unique “One-Firm” approach facilitated exceptional client service by bringing together more
than 20 competencies organized across four business groups that transcended geographical
borders and organizational lines. These four business groups were the Transaction Advisory
Group, Risk Advisory Group, Global Tax Advisory Group and Assurance Group.

Consulting as a career
Consulting had long been considered an exciting career, offering interesting work across a
wide variety of fields with diverse clients in multiple industries. Consultants got to work with
and learn from the brightest people, building a network of work and social relationships with
top business leaders across the globe. An added benefit was the high compensation package
that consultants received. The life of a consultant was generally viewed as glamorous, with
frequent international travel and stays in top hotels around the world.

However, a career in consulting also had its downsides. The environment in a consulting
organization could be highly competitive, with people competing to get ahead. Workloads
may be uneven, with periods of very high work intensity interspersed with periods of relative
idleness. Under the pressure of work deadlines, consultants may end up working 80-h weeks.
Travel may seem exciting at first, but extended periods of travel can cause significant stress.
Long work hours can affect the amount of time that consultants can devote to their personal
lives, including family, social networks, hobbies and downtime. Unrealistic expectations
from others, critiques of their work, constant pressure to come up with novel ideas,
destructive leadership and trying to be a perfectionist could all add to the stress. Furthermore,
the culture of “up or out” practiced in many consulting organizations could add to the
pressure and stress of the profession.

Social sector consulting in India

The social sector comprised development and welfare activities that were aimed at benefiting
society. These activities provided critical services to the most vulnerable sections of society
and were carried out by governmental and nongovernmental entities. The services offered in
this sector covered areas such as health, sanitation, nutrition, education, skill development,
food security, land rights, child rights, women empowerment, livelihood, employment
guarantee and other related activities.

Funding for these activities may come from various sources such as the government, private
organizations through their corporate social responsibility budgets, charitable organizations,
wealthy individuals and philanthropists, among others. The main types of organizations that
exist in this space included the following:
 on-the-ground organizations that carry out the work;
 funding organizations;
 intermediaries and ecosystem-focused organizations such as consulting/advisory
organizations and knowledge- and capacity-building organizations; and
 think tanks and academia.

Social sector consulting presented various challenges. The paradox of Indian development
was that prosperity and poverty co-existed. Although a certain section of the population had
been uplifted with the rising economic development, many others failed to benefit. Those
working in this sector had to confront poverty, deprivation, malnutrition, destitution, financial
distress, sickness and lack of access to resources. Successive governments had instituted a
wide range of policies to reduce these differences and to uplift the underprivileged, but the
disparities still persisted. Confronting these differences could be stressful and draining even
for the best people.

Work–life balance
In today’s fast-paced and demanding work environment, the importance of work–life balance
cannot be overstated. A work–family balance was essential for the well-being of employees
and, therefore, for the attraction and retention, satisfaction, engagement, commitment,
personal and professional growth and development. This, in turn, impacted the firm and the
employee’s family. Current data and information demonstrated that a good work–life balance
had numerous positive effects on both the employees and the organizations.

First, a good work–life balance was linked to increased job satisfaction and engagement.
According to a study by the Society for Human Resource Management (SHRM)
(2021), employees who had a good work–life balance were more likely to be satisfied with
their job and engaged in their work. This led to increased productivity, creativity and
innovation. It was important to note that employees who felt engaged in their work were
more likely to be motivated to meet their goals, leading to increased output and profitability
for their organizations.

Second, a good work–life balance was associated with improved physical and mental health.
Poor work–life balance could lead to stress, burnout and various health problems. According
to a survey by the American Psychological Association (2020), 75% of employees reported
experiencing work–related stress, and 41% reported feeling burnt out. Such effects could lead
to physical health issues such as high blood pressure, headaches and poor sleep quality.
Additionally, poor work–life balance could lead to mental health issues such as depression,
anxiety and mood disorders. However, a good work–life balance had been linked to improved
physical and mental health, allowing employees to be more productive and healthier in their
personal and professional lives.
Third, a good work–life balance was linked to reduced absenteeism and turnover. Employees
who had a good work–life balance were less likely to take time off from work owing to
illness or stress. According to a report by the World Health Organization (2021), work-
related stress was the leading cause of absenteeism and turnover, resulting in significant costs
to organizations. Furthermore, employees who felt supported in achieving a good work–life
balance were less likely to leave their jobs, leading to a reduced turnover rate for
organizations.

Fourth, a good work–life balance was linked to increased loyalty and commitment.
Employees who felt supported in achieving a good work–life balance were more likely to be
loyal and committed to their organizations. According to a survey by the global recruitment
firm Hays (2020), 57% of employees said that work–life balance was the most important
factor in their job satisfaction. When organizations prioritized the work–life balance of their
employees, they demonstrated a commitment to employee well-being, which could increase
employee loyalty and commitment.

Finally, a good work–life balance was linked to improved family relationships. A good
work–life balance allowed employees to spend more time with their families, which could
improve family relationships and overall well-being. According to Pew Research Center
(2020), 65% of parents said that the COVID-19 pandemic had made it more difficult to
balance work and family responsibilities. A good work–life balance allowed employees to
spend quality time with their families, reducing stress and improving overall well-being.

The importance of work–life balance cannot be overstated. On the one hand, a good work–
life balance led to increased job satisfaction, engagement, physical and mental health, loyalty,
commitment and family relationships. On the other hand, poor work–life balance could lead
to stress, burnout, absenteeism, turnover and negative impacts on family life. Therefore, it
was essential for organizations to prioritize the work–life balance of their employees to
improve their well-being and overall organizational performance.

Transaction Advisory Group

FD had a dedicated Transaction Advisory Group with remarkable experience in designing,
developing and implementing public–private partnerships (PPPs). The Transaction Advisory
Division comprised three subdivisions, namely, Transport (roads, rail, light rail, bridges,
ports and airports), Energy (electricity, water and waste) and Social Infrastructure (health and
insurance, education and skills, agriculture and allied sectors and social housing).

The Social Infrastructure Division was the latest addition to the spectrum of services offered
by FD. It focused on the social sector, spanning across health, education and agriculture. The
division was active in institutional development, capacity building and policy advisory to
economies in transition. In India, the Social Infrastructure Division conducted various
projects related to national- and state-level policy advisory, project management, PPPs,
institutional capacity building and public finance reforms. The projects involved dealing with
a diverse set of stakeholders, such as government officials (central, state and local bodies),
regulators, financial institutions and participants in the private sector.

Similar to other teams, the Social Infrastructure team operated on a “hub-and-spoke” model
with centers of expertise based around the world, specifically in New York, London, Paris,
Frankfurt, Warsaw, Moscow, Abu Dhabi, Delhi (India), Singapore, Toronto, Vancouver,
Montreal, Sydney, Melbourne, Rio de Janeiro, Sao Paulo and Johannesburg. The dedicated
team of more than 300 specialists could draw on the extensive financial and commercial
expertise within the firm and use local office networks to offer a potent blend of international
experience with local content.

With the new federal government focusing on social sector projects such as affordable and
high-quality health care for all, doubling farmers’ income, housing for all and the right to
education, the social sector became one of the fastest-growing and most promising sectors in
India. The Prime Minister himself was monitoring the implementation of large social sector
projects. Budget allocation in the social sector had doubled in the past two years, and this
trend was expected to continue.

The Social Infrastructure Division had an internal expectation to attain a yearly growth of
30%–40% in revenues over the next five years. Achieving this goal required serving current
clients, acquiring new clients and developing new and innovative solutions for the social
sector.

Suraj Kumar: early life

Kumar was born into a lower-income family in a mid-sized town. His father was a teacher in
a government school, which was also where Kumar attended school. He worked hard to excel
in academics from an early age, with the values of hard work and risk-taking instilled in him
by his parents. His father taught him to never give up, and Kumar vividly remembers the
interactions with his father in his early years that helped shape his personality. According to
Kumar: “My father used to say that there is no point in education, professional success, and
money if you do not contribute to the country. Serving the country means repaying your debt
for all it has given you.”

Kumar’s experiences in sports taught him not only the importance of teamwork but also how
to perform in high-pressure situations and develop resilience. He was an active member of
the school’s cricket team and represented the school in long-distance running at the state
level. In his final year of school, he was appointed as the “head schoolboy,” a prestigious
position awarded to the best student.

Kumar’s resilience and perseverance helped him succeed in the challenging entrance exams
of the Indian education system, and he was admitted to one of the top engineering institutes
in the country. He graduated with a bachelor’s degree in civil engineering and a minor in
finance. After completing his studies, he started his career in an engineering consulting firm
and later worked briefly in a leading financial services firm.

In 2005, Kumar enrolled in the PhD program in management at one of the top business
schools in India with the intention of pursuing teaching as a means of contributing to social
welfare. After obtaining his doctorate in 2010, he joined a leading management institute in
India as an assistant professor. Kumar found fulfilment in his academic career, as the
flexibility of his position allowed him to maintain a healthy work–life balance. He
particularly enjoyed interacting with his students and sharing knowledge with them.
Career change and marriage with Anu
Kumar first met Anu in 2006 while pursuing his doctorate, and the two began dating soon
after. Kumar was immediately drawn to Anu, and as he recalls: “I was attracted to her from
the moment we first met.” At the time, Anu was working in Delhi, and the couple struggled
with the challenges of a long-distance relationship. Ultimately, they realized that to be
together, one of them would have to relocate to the other’s city.

Kumar made the difficult decision to leave his academic career and relocate to Delhi to be
with Anu. Despite his excellent qualifications, he faced a challenging job market in 2010 due
to the lingering effects of the global economic downturn. Kumar was determined to find a job
that aligned with his passion for the social sector and allowed him to make a meaningful
contribution to society. In June 2010, while attending a seminar in Delhi, Kumar met Prakash
at a meeting. Prakash had recently become a partner at FD Consulting and was in the process
of building his team. After a productive hour-long conversation, Prakash offered Kumar a job
on his team in the Social Infrastructure Division, which Kumar accepted. The position
aligned with his values and provided him with the opportunity to contribute directly to
nation-building.

In April 2011, Kumar began working at FD Consulting in Delhi as a senior consultant.

Despite transitioning to a new career, he remained passionate about teaching and continued to
work as an adjunct faculty member at his previous management institution. Teaching
provided him with personal satisfaction and served as a stress reliever. Kumar’s work during
the week was focused on his consulting role, but he reserved weekends for teaching. Anu
often accompanied him, and they enjoyed taking long walks together on campus at night,
discussing a variety of topics including movies, poetry, philosophy and politics.

Anu continued to work for a multinational bank in Delhi, which was demanding and required
a lot of her time and energy. For Kumar, the transition from academia to the corporate world
was challenging, as he had to adapt to a new work environment and responsibilities. Despite
their demanding workloads, their relationship remained strong. They treasured the time they
spent together, which helped them develop a deep understanding and bond with each other. In
2013, Kumar was promoted to assistant vice president, and the couple decided to get married
soon after.

Career progression at FD Consulting

After being promoted to the post of assistant vice president, Kumar was tasked with
managing the projects of three critical clients, who collectively contributed one-third of the
business for the Transaction Advisory Group. These clients were expanding into the social
sector from their traditional infrastructure sectors, and Kumar worked tirelessly to build his
team and implement successful projects for his clients. Kumar’s dedication, integrity,
problem-solving abilities, sectoral knowledge, team management and motivational skills did
not go unnoticed. His efforts were highly valued and appreciated by both his clients and
colleagues.

In 2016, Kumar’s hard work and dedication paid off and he was promoted once again,
becoming the youngest vice president of the firm. His new role came with increased
responsibilities, including expanding the client base, managing a larger team and traveling
more frequently. That same year, Kumar and Anu were blessed with their first child, Alok.
Kumar’s team worked on many projects for multinational organizations, which required a
multidisciplinary team to work together for extended periods ranging from six months to a
year. As these projects were crucial to the clients, Kumar closely monitored them himself.
However, the intense focus and frequent discussions required were difficult to achieve during
normal office hours. Therefore, Kumar would meet with his team after office hours at least
twice a week to discuss their approach and check on their progress. In addition, Kumar’s
work required him to travel at least three days a week, which meant that he rarely made it
home before midnight.

As a vice president, Kumar reported directly to Prakash, whom he considered as an excellent

boss. Kumar felt very comfortable with Prakash’s managerial style, which was known for
being both accessible and supportive, as well as strict. Prakash was very dedicated to his
work and expected the same from his team. He closely monitored their performance and
offered guidance and suggestions to help the team to overcome challenges. Prakash was also
known for his extensive knowledge and photographic memory, which made him an
invaluable resource for his team. Additionally, Prakash had a wide network in the industry,
which was very helpful in securing contacts and projects.

Kumar was an ambitious and hard-working person who thrived in the organization. Over the
years, he had received various awards, such as “Star Performer,” “Managerial Excellence
Award” and “Best Boss,” among others, which demonstrated his high level of recognition
among both the clients and the team members.

Promotion to executive director

In August 2018, one of the executive directors at FD Consulting resigned, and Prakash
recommended Kumar for promotion based on his work ethic, team management skills, past
performance, future potential and positive feedback from clients and team members. The
position Kumar was being considered for was among the top management positions at the
firm. This was a prestigious and influential role that required a high level of commitment.

Kumar was pleasantly surprised by the offer, as it was a remarkable achievement at the age of
35 with less than 10 years of work experience. Many senior colleagues, some with nearly
double his work experience, aspired to reach this level before retiring. The opportunity to
lead the social sector transformation in one of the leading consulting firms in the country
would not only fulfill his career aspirations but also provide him with an opportunity to
contribute to society.

Kumar was overwhelmed by the opportunity and filled with anxiety. For the first time in his
life, he felt insecure about his ability to perform and future success.

As an executive director, Kumar’s job responsibilities would change significantly. He would

be responsible for the profit and loss of consulting services across four geographies, with an
annual revenue target of US$30m. Until now, Kumar had mainly been responsible for project
execution and had minimal sales and marketing experience. As an executive director, he
would be expected to interact closely with ministers, senior government officials and top
management of organizations to secure projects for his division. It is well-known that senior
government officials are extremely busy and often have little control over their schedules,
with meetings often arranged at their convenience. Additionally, some officials may have an
authoritarian working style, which can present challenges in building relationships.
As Kumar explained: “Careers in social sector consulting in India require round-the-clock
devotion. Clients may call for unscheduled meetings at any time, with total disregard to the
commitments of the other parties. This is especially true in the case of senior government
officials. The job also involves a lot of travel. You have to leave for the airport early in the
morning and return late at night when everyone has gone to bed. Even now, I end up
travelling an average of three to four days a week.”

Contribution to the community

Kumar was actively involved with Smile and Shine Foundation, an organization that
provided educational support for children from economically disadvantaged backgrounds.
The Foundation was established by a group of graduates from Kumar’s alma mater, and he
was one of the founding members who helped develop its website. Additionally, Kumar
regularly contributed a portion of his salary to the Foundation. According to Kumar: “I
always wanted to be part of such activities. They have a special meaning in my life. One
smile from the kids in the foundation makes me happy and content for days. It is extremely
satisfying.”

Kumar had promised to be part of a fundraising event for the Foundation, scheduled in
October 2018. The event was to take place in Mumbai, Maharashtra. He had to prepare flyers
and posters. Members of the Foundation had also approached him to deliver a speech, as he
was a vice president in the social sector division in a reputed multinational organization and
was well-networked with senior government officials. Kumar felt that this association would
further his career and happily accepted the offer, even though this would mean adjustments to
his other obligations.

Family and personal life

Usually, a promotion brings happiness, but in the case of Kumar, the situation was different.
His personal life had been problematic for the past five years. Since his promotion in 2013, it
had become difficult for him to balance his professional and family life. The nature of his job
left him with little time to strike a proper work–family balance. Kumar felt that the growing
work pressure had negatively impacted his relationship with Anu. He realized that he was not
spending enough time with her and could not remember the last time they had a meal
together. A breakdown in communication between them had led to confusion and
misunderstandings.

Managing a baby without the support of an extended family could be a challenging task for a
nuclear family. After the birth of Alok, Anu decided to quit her job and devote all her time to
caring for the baby. Although they had hired a nanny, both Kumar and Anu wanted to
personally take care of their child instead of leaving it entirely to the nanny.

He mentioned: “She was doing very well in her job. It takes courage to leave your career with
its professional and financial benefits and become a full-time mother. She is a dedicated
mother and I respect her decision. Although I suggested that we put our son in a daycare and
that she returns to work, she refused. Anu was not comfortable with the idea of leaving our
child in a daycare center, especially given the many newspapers reports of mistreatment of
children in such places.”
Alok had grown into a toddler, and both Kumar and Anu were dedicated parents who
believed that their presence was essential for their child’s overall development. Kumar, like
his own father, wanted to prioritize quality timse with his son. However, his hectic work
schedule left him with little time for a fulfilling family life.

Anu often felt frustrated and depressed and began to question her decision to leave her job
and stay home to care for Alok. Many of her peers and friends had continued to advance in
their careers, while her own professional life had come to a complete stop. Anu said: “I feel
like I’ve been left behind. I’m not even sure if I can return to my career or start a new one
after this. I didn’t expect to excel in my career like Kumar did, but I would have been happier
if he had been more considerate in helping me explore my options. I could have looked at
work-from-home or distance learning programs that would have allowed me to improve my
professional skills.”

On the contrary, Kumar believed that Anu’s concerns were unfounded, and he loved her more
than ever. However, as his job had become more demanding, he was unable to manage
everything as he had before. He expected Anu to understand and adapt to the new
circumstances, as he was doing it for the benefit of their family.

Anu expected Kumar to be an equal partner in raising their child. During one of their
conversations, she said: “I understand that your career is demanding, but I also face
challenges both personally and professionally. What bothers me is your indifferent attitude
towards me and your tendency to use logic and data points to justify how hard you are trying.
You seem to think that I have chosen this life willingly, but we both decided to start a family
together.”

Anu desired to spend more quality time with Kumar and share her feelings and experiences
of raising Alok. However, Kumar’s busy work schedule rarely allowed such conversations.
Anu also longed for Kumar’s presence and support during her visits to the doctor and wanted
him to experience the joys of fatherhood by spending more time with their child. Even when
Kumar was home, he seemed preoccupied with work, reviewing reports or attending
conference calls. Anu felt that he was not listening to her or contributing to their
conversations. She once told him: “You need to understand, I never questioned your hours
and schedule when it was only about me. Now it is also about our child, and he needs your
time. I need your help in raising him. It is not an easy task, so please stay home for a day and
watch my day. I left my job to raise our child. It is both of our responsibility, not just mine.”

Kumar explained: “While I am committed to my professional obligations, I also have a

responsibility to my family. It’s a constant struggle to balance the two. Our son wants to go
for a walk in the morning with me, but Anu wants us to have dinner together. Due to travel
and work demands, sometimes, none of this is possible for days. I’ve missed important
family events, such as our wedding anniversary, because I had to attend client meetings.
These incidents have added stress to our family life.”

Kumar and Anu implemented several strategies to better manage Kumar’s schedule,
including reserving weekends for family time, avoiding phone calls between 9:30 p.m. and
7:00 a.m. and setting aside 1 h every morning for Kumar to spend with Alok on days without
travel. Kumar also committed to making a concerted effort to balance his work and family
obligations when he was not traveling. Despite these efforts, Kumar and Anu still felt a
significant void in their relationship and lacked the spark they once had. In a heated
argument, Anu reminded Kumar that he had left his academic job to be with her before their
marriage and questioned him whether she was no longer as valuable to him now that they
were married with a child. She expressed feeling taken for granted and always playing second
fiddle to his career.

Work–family issues of team members

Kumar acknowledged that managing his diverse team was a critical issue he faced on a daily
basis. He explained that most of the issues revolved around assigning roles and
responsibilities, reviewing work, giving directions on how to resolve issues and managing
conflict and ego tussles among team members. In the consulting sector, highly qualified,
egoistic and specialized individuals are common, and losing such employees could severely
impact the quality of work, client satisfaction and the bottom line.

Kumar emphasized that these human resource issues cannot be ignored, as they could lead to
high levels of attrition. Managing teams required a considerable amount of time and
emotional energy. Keeping people happy and committed was not an easy task, especially
because competitors were always trying to poach employees. It was also challenging to find
individuals with relevant skills and experience, and hiring new people required spending
resources on training them. This negatively impacted the gross margin and resulted in the loss
of institutional memory.

Kumar found that activities such as team building exercises, guiding team members in
building competence, providing one-to-one counselling, handling grievances and distributing
the workload equally were essential in creating a committed and high-performing team. He
explained: “There is always work pressure, and on top of that, each team member also has
their own personal issues to deal with. To manage this, we have a team meeting at the
beginning of each week where we decide together who will handle which tasks and when.
Delegation and time management are crucial to succeeding in a profession like mine.”

Kumar faced a complex work–family situation within his team, which was a revelation to
him. One of his team members, Rakhi, had given birth to a baby six months prior. After
taking six months of paid maternity leave, Rakhi was using flexible work hours to care for
her child. Rakhi was a high-performing and valuable team member whom Kumar did not
want to lose. However, some team members complained about Rakhi being assigned a lighter
workload, and they accused Kumar of being biased toward her. Kumar was only trying to be
compassionate to a colleague who was a new mother.

One afternoon, while Kumar was contemplating about how to deal with the growing
discontent among team members, Rakhi burst into his office in tears. She was having
problems with her immediate manager, Shyam, who reported to Kumar. In an unsteady voice,
Rakhi said: “Shyam is accusing me of unprofessional behaviour, of placing my family over
my work. I feel like he is very insensitive and derogatory.”

Kumar was taken aback. Kumar knew that he needed to handle the matter carefully, as it
could escalate into a gender harassment and maternity issue. He told Rakhi to trust him and
that he would talk to Shyam.

Kumar was taken aback and realized that he needed to handle the situation carefully. He
asked Shyam for clarification and listened to his explanation. As Shyam spoke, his face
turned red with anger. Shyam denied being rude to Rakhi and explained that he had only
pointed out her frequently missing deadlines, which was affecting the team’s work. Shyam
also mentioned that he had other team members with personal issues and needs, such as
Ganesh’s health issue and Pran’s international assignments, that he needed to consider.
Shyam argued that it was not fair to constantly assign Rakhi’s work to them and that hiring a
replacement would increase the team’s budget. He concluded by saying that if Kumar had
any suggestions on how to run the team, he was open to them.

Kumar was in a difficult situation. He was torn between being fair to both Shyam and Rakhi,
as both had valid points. Although Shyam had to balance the workload and family issues of
his team members, Rakhi was a new mother struggling to balance her responsibilities at work
and at home. Kumar noticed that the day care centre on the office campus generally had
children around 18 months or older. He wondered if it would be appropriate to suggest that
Rakhi leave her seven-month-old child in the day care. He pondered: “How can I handle this
matter in a way that is fair to everyone involved?”

Kumar was reminded of the situation from his personal life and his relationship with Anu. He
thought of the challenges that Anu would have faced had she continued working and of the
sacrifice she had made for Alok. Kumar reflected on his own experience with balancing work
and family responsibilities and realized that he had not been fair to his partner Anu in terms
of contributing to raising their son.

What should Kumar do?

Kumar sat contemplating how he could balance his family and work responsibilities. He
knew that another promotion with additional responsibilities and increased goals would
disrupt their lives once more. An increase in work responsibilities would inevitably lead to a
decrease in family time. He remembered Anu’s complaints: “You never listen to me. You
don’t even pick up my calls.” Kumar recalled how he had not been able to convince Anu that
with the growth of the organization and his increasing responsibilities, it was difficult for him
to answer all her calls as he used to.

Kumar mulled over the options in his head. He knew that taking the executive director
position would come with many challenges, including extensive travel and longer work
hours. However, he also understood the financial and career benefits that came with it,
including potentially becoming the youngest partner at FD Consulting. Working in the social
sector within a top consulting firm would provide Kumar with greater opportunities to
contribute to the development of the health, education and agriculture sectors in the country.
This would allow him to fulfil his childhood dream of contributing to nation-building in a
meaningful way. If Kumar valued his career growth and contribution to the development of
the country’s social sector, then accepting the new position and working toward his dream of
becoming a partner in the consulting firm may be the best option. However, he must also
consider the impact this would have on his family life and whether he is willing to make the
necessary sacrifices.

At the same time, he wanted to be a responsible father and husband and ensure that his child
did not face the same struggles he faced growing up. If Kumar valued his family life more
than his career growth, he may choose to decline the new position or find a different job that
allows him to have a more balanced life. In this case, he must also consider the impact this
decision would have on his long-term career goals and financial stability.
Kumar was also grappling with the decision to continue his volunteering with the Smile and
Shine Foundation, which brought him so much joy and meaning, amid the challenges of
balancing his family and work responsibilities. Although being part of the Foundation was
close to his heart and a stress-relieving activity, he questioned whether it was the right time to
pursue his dream of being more involved. He often thought back to his college days when he
participated in activities such as yoga, badminton and marathons and compared them with his
current routine. Despite having a large home and all the resources at their disposal, Kumar
felt that there was no peace or happiness in his life now, unlike the peaceful and happy
moments he shared with Anu during their college days despite the challenges they faced.

Kumar realized that he needed to find a balance between his work and family responsibilities.
He thought about the support system he had, including his wife, parents and extended family,
and how they could help him in this new role. He also considered the possibility of
negotiating flexible work arrangements with his employer, such as working from home or
adjusting his schedule to better accommodate the needs of his family.

Ultimately, Kumar knew that he needed to make a decision that would be in the best interest
of both his career and his family. He resolved to take some time to carefully consider his
options and talk to his family about their needs and concerns before making a final decision.

In addition, Anu was expecting their second child.