In a world of hybrid working and four-day weeks, most workers are asked to be agile, creative and strategic – not just at work but also at home. But what if the energy and focus workers invest into solving family life challenges could actually make them better at adapting and innovating in their jobs?
Our recent study suggests that managing household life – what we call “strategic renewal at home” – doesn’t just benefit family functioning. It also boosts employees’ ability to generate ideas, reshape their roles and respond effectively to change at work.
In short, proactively adapting and reorganising your home life could be a hidden asset for your career.
“Strategic renewal” is a concept long associated with business transformation – think of a company reinventing its operations to respond to shifts in the market. But we argue that this same concept can apply to people managing life at home.
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Imagine a working parent who streamlines their childcare routine, redistributes chores with their partner or introduces a new system for managing family meals. These efforts – far from mundane – are proactive, forward-thinking moves to adapt to a changing environment. That’s strategic renewal, just in a different setting.
Our findings show that when people engage in this kind of domestic renewal, it creates powerful ripple effects, shaping how they think, feel and perform at work.
The hidden power of home life
We followed 147 dual-earning couples in the US over six weeks. Each week, employees reported how much they engaged in strategic renewal at home and at work. We also captured their experiences of “flow” at home (those rare, deeply focused and enjoyable moments).
For instance, when someone is completely absorbed in gardening, painting a room, or even following a complex recipe – activities that are both enjoyable and require focus – time seems to fly. We also captured their confidence in handling challenges (self-efficacy), and their partner’s view of how well they were managing work–family balance.
We uncovered several interesting points. Employees who took proactive steps to improve family routines felt more “in flow” at home.
These moments of flow built their confidence (self-efficacy), making them feel more capable of tackling future challenges – not just at home, but at work too. That confidence translated into more strategic renewal at work. Employees were more likely to change how they approached tasks, pitch ideas or redesign their roles.
Crucially, their partners also noticed. Employees high in self-efficacy were rated as better at balancing work and family, as well as being more effective in family life.
In other words, strategic behaviour at home doesn’t stay there – it travels with us. What happens at the breakfast table can spill over into the boardroom.
But not all environments are equal. The benefits of home-based strategic renewal were much stronger when the family was supportive of creativity. When people felt free to try new things, take risks and share ideas at home, the gains from their efforts were amplified.
This could be as simple as trying out a new meal, brainstorming weekend plans together or encouraging a partner to experiment with a new hobby. These activities reflect openness, curiosity and support for creative expression in everyday life.
The same was true at work. Employees who felt their organisations fostered a climate of creativity – valuing new ideas, experimentation and autonomy – were more likely to act on their confidence and engage in strategic behaviour.
We found a big takeaway for workers. Cultivating open, creative climates in both domains makes all the difference. Encouraging new ideas at home or at work doesn’t just make people feel good – it helps workers to be flexible and adaptive.
What employers can do
There’s a crucial lesson here for organisations too. The home is not a “black box” – some kind of impenetrable space that has no bearing on work. Instead, home life can play an active and meaningful role in shaping employees’ energy, confidence and creative capacity. Home can be a source of renewal, resilience and even innovation.
Forward-thinking companies should avoid treating home and work as separate silos. Instead, they can invest in developing self-efficacy in employees. This could be providing training, coaching and feedback that reinforces workers’ belief in their ability to handle challenges.
They should also encourage family-supportive leadership. Managers who ask about employees’ home life, support flexible arrangements and accommodate caring responsibilities help create the space for home-based renewal to thrive.
And they should recognise “off-the-clock” moments. Celebrating life milestones, offering childcare support or simply acknowledging the mental load of home life all signal that organisations value the full person, not just the professional.
For decades, companies have looked inward for solutions to innovation and adaptability – to things like better tech, better processes and better metrics. But our study found leaders should instead look outward — toward employees’ lives beyond work.
When employees reorganise their domestic life, they’re demonstrating foresight, adaptability and leadership. These are precisely the qualities workplaces are looking for in a world of constant disruption.
When workplaces start seeing the home not just as a stressor but as a source of strength, they can open the door to smarter, more sustainable strategies for resilience, creativity and growth.
So the next time you redesign your morning routine, don’t think of it as just surviving the chaos. You might just be sharpening your edge for the workday ahead.
The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.
This article was originally published on The Conversation. Read the original article.
