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This article identifies three types of traps that can emerge when implementing workplace flexibility-altered work-life dynamics, reduced fairness perceptions, and weakened organizational culture-and provides core lessons for managers seeking a balanced flexibility approach. First, managers must become flex-savvy to understand the variation that exists in flexibility practices to align implementation with the workforce and organizational context. Second, implementing flexibility must not be treated as an accommodation but as a broader systemic organizational change empowering individuals and teams. The article provides a Worksmart case to highlight how to avoid traps and implement balanced workplace flexibility across multiple stakeholder interests.

Simple, inexpensive programs that teach managers to be more supportive of their direct reports' work/life issues can generate big returns in employee health and satisfaction, according to a multiyear study of hundreds of frontline workers and dozens of supervisors.