Always-On Work Culture

When I interact with most of my clients, I find most entrenched in an unhealthy relationship with work that is becoming increasingly toxic.

Levels of burnout and stress are at unprecedented highs. Even before the pandemic upended our lives, the World Health Organisation called stress the "health epidemic of the 21st century." And what is a prime culprit fueling this epidemic? Our very jobs.

Studies by Microsoft reveal that during the Covid crisis, we were far more prone to toiling in the evenings, often right up until bedtime. The amount of work messages fired off on weekends spiked by a staggering 200 percent.

Now, in post Covid period, these dysfunctional patterns have become ingrained as the new norm. When work seeped into our homes, boundaries became fuzzy. We have grown accustomed to this casual surplus of labour, like a bad habit we cannot shake. Worse still, this amplified workload and incessant connectivity have merely been tacked onto our existing obligations. The harsh truth is this: overwork is rampant, and the modern world of work is only fanning the flames.

In the field of industrial psychology, we use the ungainly term "workaholism" to describe this affliction. Contrary to popular belief, workaholism is not simply clocking excessive hours. Rather, it refers to an unhealthy inability to unplug from one's work. When labour dominates your thoughts and activities to the detriment of relationships, health and life's other critical aspects, you are exhibiting workaholic tendencies.

Make no mistake, workaholism is detrimental to people and the very organisations they serve - organisations often inadvertently enabling this toxic culture. The evidence is unequivocal: work environments fostering overwork are suboptimal. The pandemic forced a reckoning that our "work devotion" mentality is flawed. Successful trials of four-day workweeks have further highlighted the need to re-evaluate.

Implementing change will not be easy. Resistance is inevitable when an organisation has achieved success through its present modus operandi. Yet I implore you: examine the costs of burnout, turnover and productivity losses.

Shed the myth that your output would suffer - research proves the contrary. An unhealthy work culture is suboptimal for all.

The path forward begins with a sincere assessment to understand the entrenchment of your overwork culture. From there, a guiding coalition from all levels can plan focused, incremental changes.

Continually communicate your vision, goals and invite feedback. Most critically, lead with empathy and data - not tradition. We have an opportunity to course-correct from a dangerous devotion to endless labour. A healthier relationship with work is ours for the taking if we have the courage to embrace change.

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