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Speaking at the Business Leader Summit recently, the Marks & Spencer chief executive took aim at what he sees as a misplaced obsession with work-life balance. “I don’t like all of this talk about work-life balance,” said Stuart Machin - as reported by The Times - adding that he is uncomfortable with leaders who go on holiday and become “completely switched off”. Even during a short weekend away, he explained, he would “keep in touch with work”.
It’s a viewpoint that fits with Machin’s reputation: hands-on, detail-driven, and unapologetically demanding. Since taking the top job in 2022, he has reshaped his executive team and pushed a transformation agenda at pace, making clear that curiosity, visibility, and immersion in the business are non-negotiables.
There is a logic to this. Senior leaders are not ordinary employees. They are ultimately accountable for strategy, performance, and culture. When things go wrong, the responsibility lands squarely on their shoulders. In that context, the idea that leadership is a “24/7” mindset rather than a 9-to-5 role is understandable.
And in high-stakes environments, that mindset can drive results. A leader who is constantly engaged, asking questions, walking the shop floor, and staying close to the detail is often better placed to spot risks early and seize opportunities quickly. Machin’s insistence on curiosity, even rejecting a “fantastic” candidate for not being hands-on enough, speaks to a broader mindset that leadership is participation, not oversight.
