The Myth of 24/7: Redefining Professionalism and Sustainability in Private Service

After the Storm: The Aftermath Photos

A Vignette: After the Storm (A True Story That Shaped My Leadership Journey)

The June sky had turned a strange green-gray that afternoon—a silence before the unthinkable. Within hours, a record-breaking tornado swept through Tornado Alley, cutting a wide and merciless path across the region and striking the primary estate under my management with a train-like thunderous blow. When the winds finally relented, more than half of the property’s ancient trees—towering oaks and pecans that had shaded generations—lay splintered across the grounds. What had once been a carefully curated landscape was now unrecognizable, buried beneath uprooted trunks, shattered limbs, and debris.

FEMA was called, the area declared an emergency zone, and my team and I shifted immediately into crisis management mode. Meanwhile, the estate owners were aboard a yacht in the Greek Isles, unaware of how severe the devastation had been back home. Despite my updates, no amount of messages or photos could convey the reality they would encounter upon their return. The scale of the storm’s destruction—city-wide and deeply personal—defied imagination.

In the aftermath, I coordinated a recovery effort that mobilized nearly fifty professionals—landscapers, arborists, and damage specialists—each laboring from dawn to dusk amid scenes of ruin. My staff, scattered across the city, had been without power for an entire week. Some sustained damage to their own homes, yet they still reported to work, navigating fallen power lines and darkened roads to help restore order to the estate. The main residence, however, remained fully powered—its generator large enough to sustain a hospital. The contrast was humbling: we were a small island of light amid a city in darkness.

Estate management, in that moment, became something far beyond hospitality or operations—it became crisis leadership. There were no shifts to trade or hours to count, only the responsibility to stabilize an ecosystem of people, property, and priorities under extraordinary pressure.

And yet, this was only one of many crises I have navigated over the course of my career—moments that included not only natural disasters but also the human losses that shake an entire household, including the passing of a principal. Each of these experiences reinforced a truth I could no longer ignore: no single person should bear the full weight of a crisis alone.

That storm crystallized what years of experience had already whispered—the myth of the “24/7 lifestyle” is unsustainable. When all decisions, relationships, and responsibilities funnel through a single manager, even the most capable leader becomes a fragile point of failure.

It was through these cumulative experiences that my leadership philosophy evolved. They taught me that passion without process leads to burnout, and that excellence without structure invites risk. True professionalism requires systems that distribute knowledge, empower teams, and ensure continuity—because even the strongest leader cannot hold an entire world together alone.

In this essay, I argue—through the lenses of emotional intelligence (Goleman, 1995), authentic leadership (Gardner et al., 2021), and organizational behavior (Northouse, 2022)—that the “24/7 lifestyle” narrative is neither sustainable nor professional. Redefining professionalism and sustainability in private service will require the collective industry to set standards for ethical placement and service best practices that align with labor laws. Stewardship at the highest levels of UHNW operations should not rely on a "shoestring" team, but should be guided by rotational coverage and a supportive team architecture.

I propose an applied framework for ultra–high-net-worth (UHNW) estate management that emphasizes team-based coverage, healthy scheduling norms, rotational handoffs, and institutional support. I close with reflective lessons for principals, placement agencies, and the next generation of leaders in this domain.

Allure—and the Hazard—of 24/7

In a profession defined by discretion, loyalty, and constant readiness, the idea of being “always available” can seem like the highest form of professionalism. After all, the principal’s property must be safe, the art preserved, the systems functional, and the people accounted for. In crisis, the estate manager becomes the first responder, the communicator, and the stabilizer. That sense of indispensability can feel both purposeful and addictive.

Yet beneath that allure lies a cost. Occupational burnout is defined as a syndrome of exhaustion, detachment, and reduced professional efficacy (Cornell Hospitality Quarterly, 2024a). Within property and estate management, burnout is not peripheral—it is escalating. Multifamily and commercial property managers already report rising exhaustion due to unpredictable schedules, chronic understaffing, and the emotional toll of constant vigilance. The private-service narrative that “the job doesn’t end at 5 p.m.” becomes self-fulfilling: the more it’s accepted, the more it hardens into culture.

Burnout is not merely an HR inconvenience—it is an operational risk. Fatigue erodes situational awareness and decision quality, increasing the likelihood of errors at precisely the moments that demand clarity. In UHNW settings, where precision and discretion are non-negotiable, exhaustion undermines judgment, composure, and trust. Expecting one individual to personally absorb every emergency is not noble—it is structurally unsound.

High-stakes professions such as aviation, nursing, and emergency response have long recognized this truth. They rely on shift models, rotations, and standardized handoffs to sustain performance and safety (Weick & Sutcliffe, 2020). These systems do not dilute dedication; they preserve it. Private service should be no exception. To elevate the profession in the twenty-first century, we must normalize structured scheduling, collaborative coverage, and respect for restoration as hallmarks of excellence.

Leadership, Emotional Intelligence, and the Psychology of Coverage

To shift the paradigm, we must lead differently. This transformation requires more than policy—it demands a cultural reorientation grounded in emotional intelligence (Goleman, 1995), authentic leadership (Gardner et al., 2021), and systems thinking (Northouse, 2022).

Emotional Intelligence: Leading Self and Others

Goleman’s framework of emotional intelligence remains foundational: self-awareness, self-management, social awareness, and relationship management. A self-aware leader recognizes mounting fatigue, diminishing decisional clarity, and the creeping cynicism of exhaustion. Self-management imposes boundaries—saying “no” to overcommitment, delegating tasks, or scheduling rest. Social awareness allows a leader to recognize when team members are frayed, while relationship management supports empathetic handoffs, transparent communication, and shared accountability.

EI is not sentimentality—it is sustainable performance management. In rotational coverage systems, emotionally intelligent leaders monitor stress signals (irritability, withdrawal, errors) and proactively intervene by offering breaks, swapping shifts, or adjusting workloads.

Authentic Leadership: Transparency, Boundaries, and Trust

Authentic leaders are grounded in values, candid about limitations, and willing to express vulnerability. In private service, this might mean openly acknowledging—to both principals and teams—that no one person can sustain the load indefinitely. A leader might say, “I care deeply about this work, but I will be unavailable for 48 hours next week to rest and remain sharp; here’s who will cover in my absence.”

Such transparency builds trust. A principal who understands that the manager is not omnipotent is more likely to support a team framework. An emotionally exhausted lone steward, in contrast, curates an image of heroic sacrifice—but cracks inevitably show. Research shows that servant leadership—a model closely aligned with authentic leadership—reduces burnout and fosters sustainable work cultures in high-stress environments (Gardner et al., 2021).

Organizational Behavior: Team-Based Adaptive Capacity

Complexity cannot reliably be managed by heroic individuals—it requires systems, structure, and coordination. In adaptive systems such as hospital emergency units, successful leaders support four enablers: team competence, workload balance, relational leadership, and situational awareness (Lopez & Dinh, 2022). These enablers map directly to UHNW estate management.

• Competence building: cross-train operations, security, logistics, and facilities staff to ensure continuity.

• Workload balancing: distribute emergencies and forecast demand to avoid chronic overexertion.

• Relational leadership: foster trust, communication, and psychological safety so team members can speak up.

• Situational awareness: maintain shared dashboards, shift briefings, and escalation protocols for continuity.

Collective leadership models distribute responsibility across roles rather than centering it on one “hero.” In both scientific and healthcare teams, shared leadership enhances adaptability and resilience (Lopez & Dinh, 2022).

Applied Framework: Designing Healthy Coverage in UHNW Estate Management

Turning theory into practice, here are key recommendations for principals, agencies, and estate leaders:

1. Define Coverage Architecture Transparently. Distinguish “on-call” support from “primary duty.” Use time-banking models and clear escalation protocols.

2. Establish Rotational Shifts and Handoffs. Adopt structured shift rotations anchored in contracts, not informal arrangements.

3. Cross-Train a Core Team. Train deputies and associates in systems, protocols, and thresholds so leadership is distributive.

4. Embed “Sleep Leadership” and Rest Culture. Normalize rest as an operational necessity (Carey Business School, 2024; Frontiers in Sleep, 2024).

5. Monitor Burnout Metrics. Use validated tools to assess exhaustion and intervene early (Cornell Hospitality Quarterly, 2024a).

6. Engage Principals as Partners. Educate clients that true 24/7 coverage is achieved through team design, not individual sacrifice.

7. Conduct Continuous Debriefs. After each incident, debrief collectively to refine systems and reinforce shared ownership.

Lessons from Hospitality: What Hotels Get Right About 24/7 Operations

Commercial hospitality has long mastered 24/7 service through architecture, not heroics. Hotels and resorts rely on shift rosters, formal handoffs, and redundancy. This design is not an accident—it’s rooted in research on well-being and safety (Cornell Hospitality Quarterly, 2025a). The same principles apply to estate management.

1. Emotional Labor Is Inevitable. Burnout Is Not.

Hospitality research shows that unmanaged emotional demands cause burnout, while supportive systems enable thriving (Cornell Hospitality Quarterly, 2025a, 2024a). Estates face similar emotional intensity with fewer buffers—making structured coverage essential.

2. Shift Design Preserves Judgment.

Hotels maintain performance through handoffs, not overwork (Cornell Hospitality Quarterly, 2025b). Estates can replicate this logic: use overlapping shifts, codified escalation, and paired leadership.

3. From Lone Hero to Shared Leadership.

Modern hospitality leadership emphasizes relational and collective models, where teamwork and role clarity prevent burnout contagion (Cornell Hospitality Quarterly, 2024b).

4. Thriving Requires Conditions, Not Slogans.

“Thriving” is not a personality trait—it’s a designed condition, cultivated through resourceful job design and supportive climates (Cornell Hospitality Quarterly, 2025b).

5. Practical Scheduling Lessons Estates Can Borrow:

• Write coverage architecture into contracts (Cornell Hospitality Quarterly, 2025b).

• Integrate overlapping handoffs.

• Cross-train intentionally.

• Lead sleep and recovery from the top (Carey Business School, 2024).

• Use data to forecast operational load.

6. Where Estates Differ—and Why Shift Culture Still Fits.Estates are intimate workplaces with confidentiality constraints. Yet this intimacy makes redundancy even more critical. Scheduling is not a concession—it’s a capability. Excellence and humanity are not opposites; they are co-dependent.

Overcoming Objections: Why “One Great Manager” Isn’t Enough

The recurring misconception that “one great manager” can carry an entire estate is a structural fallacy. Over-centralization creates fragility (Avolio et al., 2021). When institutional memory, vendor relationships, and decision rights reside in one person, the estate’s continuity plan becomes a single point of failure (Nguyen & Park, 2023).

Delegation is not abdication—it’s scalable stewardship. Shared authority and cross-training transform dependency into resilience (Lopez & Dinh, 2022). Empowerment—not concentration—produces adaptability and continuity.

From a risk management lens, reliance on a “sole keyholder” introduces exposure. Redundancy—training depth, data transparency, and scenario drills—transforms vulnerability into strength (Nguyen & Park, 2023; Weick & Sutcliffe, 2020). As High-Reliability Organization (HRO) theory suggests, resilience comes from decentralization and anticipation of failure.

Transforming dependency into empowerment requires courage. It challenges tradition and ego but fulfills the essence of leadership: enabling others to act (Kouzes & Posner, 2023).

Reflective Conclusion: A New Ethos of Private Service

Challenging the myth of the ever-on-call manager is not a rejection of dedication—it is a call for institutionalized professionalism. The gravest failures in private service rarely stem from incompetence; they arise from exhaustion and brittle systems.

The next generation of estate service must be different. Principals and agencies should invest in teams, not martyrs. Managers must lead with emotional intelligence, authenticity, and boundaries. Organizational designs should prioritize collective resilience over heroic isolation.

In doing so, we elevate our profession—one where passion does not demand self-sacrifice, and where 24/7 coverage is achieved through structure, not strain.

To the agencies that uphold ethical staffing and team architecture, I applaud you. Thank you for turning down positions where burnout is the red flag from the start. I see your steady hand guiding each placement toward healthy work–life balance—for both the candidate and the client. The more agencies commit to this standard collectively, the more the tides will shift toward a sustainable ecosystem for everyone.

In closing—No matter your role in the industry, I invite you to reflect:• What coverage assumptions have you internalized?• Where might you pilot rotational handoffs or rest-based leadership practices?• And what legacy of service do you wish to leave—one of chronic exhaustion or sustainable excellence?

Let us step forward together, with both heart and structure, into a more humane and enduring future for this calling.

Blog Bio

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Jennifer Laurence is the founder and president of Luxury Lifestyle Logistics, a leading estate management consulting firm renowned for elevating service standards in ultra-high-net-worth (UHNW) luxury residential estates. With over 25 years of distinguished experience in hospitality and private service, she is a trusted authority in estate operations, specializing in optimizing household workflows, developing bespoke service protocols, and cultivating high-performing teams. Jennifer advises estate owners, family offices, and private service professionals on staff training, leadership development, conflict resolution, and guiding estates and luxury hospitality environments through organizational change and service culture creation. As a Doctoral Candidate in Organizational Leadership, she blends academic research with hands-on estate hospitality expertise, uniquely positioning her to drive operational excellence and foster collaborative, results-oriented estate teams. As Principal Liaison Director for the Private Service Alliance, she actively contributes to industry advocacy, thought leadership, and best practices. Her insight ensures that every facet of estate management—from daily service delivery to long-term operational strategy—meets the highest standards of precision, discretion, and sophistication for the families she serves. 

📍 Website: Luxury Lifestyle Logistics

📍 LinkedIn: Jennifer Laurence

📚 Reference List (APA 7)

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