The Danger Behind Leaders Who Work Hard

Leaders, your hard work without taking breaks might be a danger in disguise.

One afternoon, we received a call from a top executive. “Hi, I am not sure why this is happening, but we have been having too many cases of employee burnout,” he explained with a tone of concern. “From what I know, we have put in place great policies to help employees get away from work when they need to, but for some reason, this seems not to have helped the situation.”

Imagine a workplace committed to employee wellbeing, equipped with well-crafted policies designed to support work-life balance or work-life integration, yet experiencing unprecedented levels of burnout. What could be wrong? We pondered this question as we brainstormed on how to intervene.

To uncover the root cause, we decided to delve into the organisational culture. Policies and strategies are important, but organisational culture provides the framework within which these strategies are expected to thrive. In other words, the true translation of policies and strategies lies in how they are interpreted and practised within the cultural context of the organisation.

As we explored deeper, it became clear that the organisation’s culture was the culprit.

The Culture of Relentless Work

Despite having policies that encouraged breaks and promoted work-life balance, there was an unspoken expectation set by the organisation’s leaders. Managers and senior executives were working round the clock, often skipping breaks and putting in long hours. This behaviour set a precedent for the rest of the employees, who began to feel that taking breaks would be frowned upon or seen as a lack of dedication. We discussed with managers and senior executives who made it clear that their intention was only to work hard and not to deprive employees of taking breaks.

Employees looked up to their leaders, adopting the same relentless work ethic. However, instead of boosting productivity, this culture of non-stop work led to increased burnout and absenteeism. The initial surge in hard work and long hours eventually gave way to a decline in overall productivity, as exhausted employees struggled to maintain their performance levels.

Uncovering the Impact

The consulting team conducted interviews and surveys, revealing that employees felt pressured to mirror the work habits of their superiors (even when this was not the intent of their superiors). Many reported feeling guilty about taking breaks, even when they were exhausted because they didn’t see their leaders doing so. This led to a vicious cycle of overwork and burnout.

Recommendations for Change

To address this issue, we suggested several strategies to the organisation’s leadership:

1. Model Balanced Work Habits: Leaders need to set an example by taking regular breaks and showing that it’s acceptable to step away from work to recharge. This can include visibly leaving the office for lunch, taking vacations, and avoiding after-hours emails.
2. Promote Open Communication: Encourage employees to speak openly about their workload and stress levels. Leaders should regularly check in with their teams to understand their well-being and address any concerns about work pressure.
3. Recognise and Reward Balance: Acknowledge and reward employees who maintain a healthy work-life balance. This can help shift the perception that only overworking is valued.
4. Encourage Fusion of Smart Work: Promote strategies that emphasise working smarter, not just harder. This includes leveraging technology, prioritising tasks effectively, and encouraging efficient work practices that optimise productivity without overexertion.
5. Provide Training and Support: Offer training sessions on stress management and the importance of taking breaks. Support systems such as counselling and mental health resources should be readily available.

Conclusion

The hard work and dedication of leaders are invaluable to any organisation, but it’s crucial to recognise the potential negative impact of a relentless work culture.

By promoting and modelling balanced work habits, leaders can create a healthier, more productive, and sustainable work environment for everyone. The lesson is clear: sometimes, taking a step back and allowing for rest is the most productive move a leader can make.