Striking and maintaining a good work/life balance can be a constant challenge for company and private equity executives, especially in the course of a transaction.

It is usually – but not always – taken to mean they feel they spend too much time in the office or on the road, and too little with their families.

The questionnaires we issue to business leaders as part of our approach to management due diligence throw up some interesting responses.

When asked to consider retrospective changes to their lives, many say spending more quality time with their loved ones and improving their work/life balance would be their priority.

This could be done better, some say, by limiting time at the office, or resisting the temptation to check messages and emails when they are on vacation.

A more effective balance would give them the scope to pursue hobbies and interests, which some have aspired to do so, such as learning a language, playing sport or an instrument or even taking up flying.

For others, it would provide opportunities to enjoy the great outdoors, travel or do voluntary work in their local community.

However, a significant number of respondents say they could achieve greater things in business if they spent MORE time in the office.

When asked what makes them feel happiest, a considerable number rank their achievements in business higher than the time they spend with their families or on holiday.

Having a ‘good’ work/life balance can imply a 50/50 split, which as many of us know, is rare, if not impossible, to achieve.

But why, in any case, are work and ‘life’ viewed separately? Work is surely a part of life, and my view is that we should really define the issue as the work/leisure balance.

Yet, when a business is going through a management due diligence process as part of a potential private equity deal, this balance will be compromised, especially for the Finance Director and Chief Executive.

Management teams begin to realise that the process can be all-consuming – they will be in the office until late, holidays may have to be cancelled – and this will inevitably impact upon family and non-work commitments.

Anticipation of these demands is essential, so expectations can be managed to cope with deal fatigue.

During the transaction, management will have to tackle deal-related matters in addition to performing their day job, and this can lead to a backlog of work, resulting in further pressure on them. The challenge is to maintain business and performance levels.

It can also be easy to lose perspective during this crucial phase, when emotions can be running high, particularly as management teams come under scrutiny as part of the diligence process.

A key thing to remember is that how leaders manage and conduct themselves is absolutely vital, as it ripples throughout the business, and beyond.

Effective deal and timetable management is critical and most other things will fall into place or can be dealt with more effectively if this is the case.

So in answer to the question is work/life balance achievable during a private equity deal process? Well in some cases probably not. However, it’s a finite process and maintaining a pragmatic perspective can make it really worthwhile in the end.

We are the UK’s leading Management Due Diligence and Human Capital Planning specialists, working closely with Private Equity. If you would like to receive specialist advice regarding Management Due Diligence, please contact us.