Why 'Saving the Day' Can Be Bad for Business

We all admire the 'go-getter' at work – the one who tirelessly fixes problems, meets insane deadlines, and prevents disasters. But what if this celebrated figure isn't something to aspire to? What if their heroics are masking deeper issues within our organizations?

Let's define what being "heroic" means. (Hint: It's not when you save the company dog from eating from a box of chocolates).

"Workplace heroism" is an observed phenomenon where individuals feel compelled to take on systemic problems. They overexert themselves, working excessive hours or going outside their defined role, no matter the personal cost. While their actions may solve the problem or help the team meet it's goal in the short term, this behavior ultimately masks deeper organizational flaws.

Allow me to explain.

Consider Mary, who stays late every week to complete reports manually because the data system is outdated and inefficient. While not explicitly asked to do this, she views it as her responsibility to ensure the reports are finished. Leadership lauds her dedication, while the need for a new system is sidelined. Mary's overwork isn't sustainable, nor does it address the true problem. It also sets an unhealthy performance standard that others feel pressured to meet.

Heroism has roots in the Imposter Syndrome

Mary's actions could represent a harmful pattern fueled by self-doubt. Individuals prone to this type of "heroism" often struggle with imposter syndrome - a persistent fear of being exposed as inadequate. Driven by a need to overcompensate and constantly prove their worth, they step in to solve systemic problems, even when it's detrimental to their well-being.

Whether it's trying to meet an unreasonable deadline, or trying to cover the work created by a prolonged delay in hiring a backfill, this "heroic" behavior not only puts them at risk of burnout but also sets an unhealthy precedent for their colleagues.

Heroism creates a prisoner's dilemma and could lead to key-person risk

"Heroes", as the name implies, are usually rewarded for their efforts with praise and recognition. This can create a vicious cycle. Team members may start to feel like their standard work isn't enough, pressuring them to adopt similar unsustainable practices to remain relevant. Behaviors like this are more visible in times of distress when fear levels are high (e.g. when a company is struggling financially or employees are fearful of impending layoffs).

This perpetuates the prisoner's dilemma – everyone works harder and longer, but the underlying systemic issues remain unaddressed. Moreover, this over-reliance on a few individuals exposes the organization to significant key-person risk. If Mary burns out or leaves, the entire system could collapse.

Why Heroism Is Hard to Solve

1. Heroism is usually self-instigated: Companies seek overachievers. New hires (and interns), eager to prove themselves, may initially be lauded for going above and beyond to cover for organizational shortcomings. This feedback loop of praise often reinforces negative behaviors.
2. Management may lack signals: In Mary's case, leadership consistently receives polished reports, unaware of the system's fragility. It's difficult to fix what appears unbroken.

Breaking the Cycle: A Shared Responsibility

Addressing workplace heroism requires top-down systemic change and individual awareness. Here's what both sides can do:

Individuals:

• Prioritize ROI, not Output: Assess the true impact of your work. Is your effort generating proportionate returns? If not, identify tasks with higher impact or propose new ones.
• Delegate Strategically: Don't overwhelm others, but find efficiencies. Can existing projects be leveraged? Is there untapped capacity elsewhere? Work with your team to optimize the workload.
• Let It Break (Sometimes): Prioritize your well-being. A system's failure highlights the need for change to leadership – either revised expectations or additional resources.

Leaders:

• Recognize the Signs: Excessive overtime or over-reliance on individuals are red flags. Assess your team's well-being and workload distribution to uncover the root cause.
• Open Communication: Encourage staff to raise concerns without fear of appearing lazy. Anonymous feedback tools can be helpful.
• Reward the right behaviors: I had one of the most confusing performance reviews in my career when my manager sat me down and offered me developmental feedback when I knew I had smashed a project and delivered it a week ahead of the deadline. She congratulated me on the what, but reprimanded me for the how and for the poor example I set for the others in the team by working weekends. A bitter, but much needed pill to swallow.

Have you seen heroism in your workplace?

What has your experience been like? How would you approach this as a leader as well as a colleague?

Write your ideas in the comments below!

*Note: This article was inspired by a thought piece published internally in Google by Alexander Malmberg.