Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world’s largest HR professional society and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”
Have a question? Submit it here.
Question: My manager sent me a text at 10:30 the other night. I didn’t see it until the next morning, and I responded then. She later asked me why I didn’t reply that night. This isn’t the first time she’s reached out after hours or on the weekend, expecting an immediate response. I’m afraid to push back too much for fear of being labeled as not fully committed. Is constant availability a sign of dedication or dysfunction? How can I respectfully set boundaries and expectations? – Sarah
Answer: Constant availability doesn’t necessarily reflect commitment ‒ sometimes it’s exhaustion in disguise. But before you push back, make sure you understand your workplace culture and the expectations of your role.
Fundamentally, I believe there’s no such thing as a good or bad culture ‒ apart from illegal, unethical, or immoral ‒there’s just culture. In the end, cultural clarity is kindness and will help an employee decide upfront if this organization is one where they want to work.
Some organizations expect their people to be reachable after hours. That doesn’t automatically make them toxic ‒ it just means their rhythms are different. Consider the nature of your business: A hospital, newsroom, or cybersecurity firm operates on a 24/7 clock. Urgency is baked into the job. But if your workplace culture prizes late-night responsiveness simply because that’s how your boss likes to work, that’s a leadership issue, not a business necessity.
There’s an important distinction between flexibility and availability. Flexibility means occasionally responding when a true emergency arises ‒ it’s give-and-take. Availability means always being “on” for no good reason, which leads to burnout and resentment. Good leaders know the difference.
If you’re unsure what’s expected, clarify it. You can say something like:
“I always want to deliver high-quality work and be responsive when it matters most. To make sure I meet your expectations, can we clarify when responses are truly time-sensitive versus what can wait until regular business hours?”
That’s professional, not defensive ‒ and it shows you’re focused on results, not rigid schedules.
Still, sometimes misalignment isn’t about communication; it’s about culture. If your manager genuinely believes success requires 24/7 responsiveness while you value balance and boundaries, you may simply be built for different work cultures. I’ve seen that play out firsthand. Years ago, I interviewed a candidate from a successful tech company. He came in wearing jeans and a T-shirt; I was in a suit and tie. He was smart and capable ‒ but not a culture fit for our more formal work environment. The mismatch wasn’t about competence. It was about compatibility and comfort.
The same may be true here. Your manager might not be a bad leader ‒ she just might not be the right leader for you.
At the end of the day, cultural clarity matters more than calendar control. If you can’t align your values and your workplace’s pace, no amount of boundary-setting will fix that mismatch.
The views and opinions expressed in this column are the author’s and do not necessarily reflect those of USA TODAY.