California may become the latest place to ban round-the-clock work emails. Golden State lawmakers are considering a law that would give employees the right to ignore work communications after hours. If the law passes, California would join France, Australia, Canada, Italy, Belgium, and the Philippines in protecting professionals’ right to disconnect. 

For business owners, one of the takeaways of this growing trend is that many leaders are failing to protect their employees’ best interests—so much so that governments are intervening. As a business owner myself, I understand the pressure of today’s cutthroat economy. But as it turns out, certain “red flag” behaviors, like requiring constant connection, are a disservice to your employees and your organization. 

Here are three more leadership red flags to avoid at all costs and how to correct course if you are engaging in them. 

You set unrealistic expectations

Many leaders set overly ambitious goals. Unfortunately, researchers have found that setting unrealistic goals is common; achieving them, on the other hand, is not. The result of setting overly ambitious goals is bruised team morale and lower employee engagement. Nobody wants to feel like they’re not living up to expectations. 

If your team frequently falls short of its goals, consider collaborating with team members to set more attainable goals and timelines. At my company, we use feedback forms to solicit project input and ensure we’re not setting employees up for failure. 

Experts recommend considering an organization’s recent performance when setting goals. If the team has recently achieved something significant, it might be well-positioned to tackle an audacious goal. If not, the team might lack the necessary experience, resources, or confidence to bite off more than they can chew. In these cases, focus on smaller wins until your team builds the resilience and resources to go after bigger goals. 

You’re ‘always on’ and expect the same from others

“Always on” hustle culture was a workplace problem before the pandemic. Unfortunately, hustle culture has only worsened in recent years. Most companies don’t have an official policy for contacting employees after work. Without clarity on expectations, employees look to their managers and leaders for cues. If you’re “always on,” employees will assume that the same is expected of them. Unsurprisingly, productivity and creativity suffer when employees don’t have downtime. 

That’s why leaders must set an example that work is not life. Setting this example begins by getting rest, carving out time for holidays and hobbies, and communicating your reduced availability to colleagues. If employees see that you value your free time, they’ll believe you value theirs, too. 

Save for urgent issues, leaders should refrain from contacting employees after hours. If it is necessary, leaders should be explicit about whether a response is expected right away. Avoid policies like requiring workers to sync their personal phones with work email accounts, and encourage employees to take advantage of corporate wellness and exercise programs. 

Downtime is a vital part of a successful career, and emphasizing the importance of downtime is key. 

You don’t make yourself available

In 18 years of leading my company, I’ve learned that employees get nervous when their managers are unavailable. They lose sight of the greater organizational purpose, making their daily tasks feel less meaningful. Workers might interpret unavailability as a sign that they, too, can become scarce, and ultimately team collaboration suffers. Some might begin to suspect that something is awry, which is kryptonite for engagement and meaningful productivity. 

Leadership visibility is crucial for cultivating your company’s culture and boosting collaboration and engagement. Some strategies include leaving your door open when you’re not engaged in deep-focus work; using automated calendar tools to block out time for “office hours” (even if you’re working remotely); and sharing your schedule with your team. This signals to employees that you’re consistently approachable during designated times. 

In an article in Psychology Today, Alan Goldman argues that Herb Kelleher, former CEO of Southwest Airlines, was the ultimate available boss. Kelleher, who “managed by walking around,” interacted with employees across sectors, from luggage handlers to pilots, creating an atmosphere in which employees connected naturally and increasingly worked together. When leaders are accessible, the spirit of collaboration spreads to the entire organization. 

It’s easy to forget that your behaviors as a leader impact all employees. For that reason, recognizing leadership red flags and nipping them in the bud is essential for a healthy, engaged workplace where employees can do their best work without burning the candle at both ends.