There is something good to be said about working hard. Producing high quality work, pitching in, and staying on top of our responsibilities make us vital members of our organizations. And, for many, a job well done can provide a sense of pride and fulfillment. Organizations, too, of course, place high value on productive and effective employees — and often reward them for it.
Lauding the virtues of a strong work ethic, however, can go too far. For instance, some employees' sense of a ‘work ethic’ compels them to stay connected to their work at all times — even during times they are meant to be recovering and resting. These people may clock in to work early, and stay late. They may be constantly checking their work email during non-work hours (or when they’re meant to be on a vacation), and are always ready to drop what they were doing to come into the office or help out a colleague. We may colloquially refer to these individuals as workaholics.
It is understandable why organizations are generally inclined to reinforce workaholic behaviors. Employees who are able to stay highly engaged in their work for long periods of time seem to be more productive, produce higher quality work, and, generally, appear to be passionate about their jobs. And, workaholics may truly embody all of the above characteristics. However, if their organization rewards those behaviors, they may begin to become obsessed with sustaining these physically and emotionally taxing work habits. In the long term, maintaining these habits can result in employees who feel obligated to embody the ‘workaholic’ archetype to feel successful. This can be to their own detriment over time.
In other words, workaholics are made, not born. And, although promoting workaholism may seem to be popular in many organizations today, it’s in the companies’ — and their employees’ — best interest to discourage workaholic behaviors.
Why Leaders Should Discourage Workaholic Behaviors
Workaholics aren’t necessarily better employees. People who engage in prolonged and excessive engagement in their work may experience many negative consequences that ultimately make them lower quality employees, and also may hurt them personally. For example, workaholics are much more likely to experience conflict between their work and home life. They also often experience burnout, leading to harmful or even dangerous physical and mental outcomes such as depression, sleep disturbance, and heart disease.
Therefore, while it may be tempting for leaders to encourage excessive work, they should be mindful of the pitfalls of workaholism, and take steps to protect those in the organization who are prone to engaging in overwork.
Preventing Workaholism
In some organizations, employees become workaholics because the culture encourages it. As a leader, you should take a step back and examine how what you and your organization say and do may be encouraging unhealthy work behaviors. These instances can be explicit, such as excessively doling out rewards and praise to employees who work long hours. However, they can also be implicit, such as an unchecked habit of sending emails to employees after they have already left the office to go home.
Here are some practical steps an organization can take to dissuade workaholics' behaviors:
- Don’t ask employees to engage in workaholic behaviors. This one may seem obvious, but many leaders do it anyway. If you don’t want your employees to become workaholics, refrain from asking them to stay late to help with a project, or send emails over the weekend detailing tasks you need them to complete by Monday. Of course, there will be extraordinary circumstances where a little extra help is necessary. But, otherwise, next time you want to ask someone to do something extra, consider if it is possible to wait another day or two. Often, you’ll likely find a slight delay is not that consequential in the end.
- Work with your employees. Talk to employees about how they feel about their workload, and your expectations for them. Sometimes, employees who are especially prone to give themselves too much work, and take on too many responsibilities, will simply let themselves be overwhelmed. If you make yourself available as a helpful resource, they will be more likely to speak up when they feel overworked. Then, you can renegotiate expectations for their workload and role. The process may also lead to you finding employees who are feeling underwhelmed, and you’ll be able to help them too. As a result, working with your team will lead to more balance and greater efficiency.
- Encourage employees to engage in restorative activities. Workaholics have a difficult time disconnecting from work. Organizations can try to make this easier by enacting policies and spreading messages that encourage disconnection. For example, implement policies that lead to healthy communication boundaries outside of work hours. Make it clear to employees that they aren’t obligated to answer emails over the weekend. Discourage emailing outside of work hours in general. Motivating employees to disconnect can happen in less formal settings as well. For instance, always ending a Friday meeting by recapping the next week’s schedule may make it difficult for some employees to think about anything but next week’s schedule over the weekend. An alternative could be to move the meeting to Monday morning, when employees are energized for a new week and have time to accomplish the to-do list.
- Start beneficial programs. Organizations who want to go the extra mile can also consider formal, company-backed programs to discourage and mitigate workaholic behaviors. Implement wellness programs that promote stress management. Provide training so employees are aware of the risks of workaholism, can recognize such behaviors in themselves, and know how to prevent themselves from engaging with them.
Work Hard, But In Moderation
Working a few more hours than required, lending a hand to a coworker, and going above and beyond are not inherently bad things. And some people thrive on higher levels of work engagement. Going the extra mile is only a problem if work becomes an obsession and when you are unable to detach your thoughts and feelings from work to the detriment of your overall life quality.
If you find yourself displaying workaholic tendencies, try shifting your mindset. While you might reconcile your behavior by saying, “I’m just being a good employee”, research tells us clearly that overwork hurts our performance (and our health), and that we’re much better (and happier) employees if we regularly allow ourselves to take it easy.
You can still be a hard worker without wearing yourself out. Be aware of how your work habits are affecting you, and feel empowered to adjust them and ask for help as needed.
You Don't Have To Do It Alone
As leaders, we know our employees are our greatest asset, so protecting their well-being should be top-of-mind. However, we know that tackling a culture of workaholism can require persistence, endurance, and resilience from leaders. If you are struggling with these issues, we can help you implement proactive strategies to create a healthier work environment that helps reduce risks of burnout and promote employee well-being. Contact us for a no-obligation, free consultation by clicking this link: Innovative Connections or calling us at 970-279-3330.
Our mission is to give voice and action to an emerging future. As a partner in your success, we would love to help you find your voice, see your vision, and imagine what the right action could be for you, your team, and your organization.