Work-life balance has become a popular goal in the modern business world, but achieving it remains a challenge for many organizations. Although companies recognize its importance, it is often difficult to create a truly supportive environment. Many employees feel an implicit pressure to prioritize their jobs over personal well-being, with some even fearing repercussions for not going above and beyond standard expectations. A recent one LinkedIn A post from a job search coach sheds light on this connection to workplace culture, where overworking is glorified and those who prioritize personal boundaries can face negative perceptions. The post highlights a scenario where a colleague was labeled as a ‘potential risk of outflow’, just because he left the office on time. Although he maintained his productivity, his decision to prioritize his health conflicted with an unspoken culture of overworking. This incident and subsequent conversation underscore the complexity of modern work-life balance, illustrating both corporate expectations and employee challenges.
An employee’s decision to put health before work
In the example shared, an employee who had previously been recognized for working late hours started leaving the office around 6:30 PM to incorporate a fitness routine into his day. He explained to a colleague that he wanted to make his health a priority by going to the gym in the evening. To accommodate this routine without sacrificing his work, he adjusted his schedule accordingly. Although his job performance and dedication remained consistent, his decision raised concerns among his managers, who interpreted his prompt departure as a sign of withdrawal.
Manager’s response: perception of a ‘runaway risk’
When the employee’s manager noticed this change in behavior, he asked another team member to identify him as a potential ‘risk of exhaustion‘. This assessment was based solely on the employee no longer staying up after hours or sending emails late at night – a deviation from the organization’s ingrained work culture. Although the employee continued to fulfill his responsibilities effectively, the manager’s response illustrates a widespread problem in workplace culture where employees feel pressured to demonstrate commitment through longer hours rather than results.
Employee concerns about performance appraisals
The employee, concerned that his commitment to health could impact his job ranking, asked if his modified routine would impact his performance evaluation. His question reflects a common fear among professionals in demanding roles: the fear that prioritizing personal well-being could be seen as a lack of commitment. This fear often forces employees into a cycle of overworking, even when their productivity doesn’t require it.
Insights from the search coach
The search coach who shared this story noted that the expectation of constant availability has become deeply ingrained in workplace culture. Many organizations struggle to distinguish between dedication and overwork, leading to environments where employees feel obliged to sacrifice their personal lives. In his post, the coach highlighted the damaging effects of this culture and the importance of fostering a supportive work-life balance that prioritises wellbeing over mere availability.
A broader discussion on LinkedIn
The message sparked an extensive discussion on LinkedIn, with many users commenting on the situation. Some suggested that managers should be assessed on their abilities in work planning, resource management and promoting team dynamics. They suggested that senior leaders could assess managers to ensure a healthy work environment, emphasizing the importance of reducing toxicity in the workplace. One user even suggested creating a “toxicity index” for managers and teams, allowing HR to monitor and address issues related to management practices that could harm team morale or individual well-being.
Different perspectives on working outside regular hours
Another user commented on the expectation to work extra hours without additional compensation, emphasizing that such an expectation should be a choice and not a requirement. They noted that for workers with substantial salaries, a few extra hours may not matter financially, but the constant pressure to work late can negatively impact their quality of life. This user emphasized that while some may choose to work outside their contracted hours, this should not be required of them without fair compensation. This perspective reflects a growing realization that work-life balance goes beyond financial considerations to include well-being and personal fulfillment.
One comment in the LinkedIn discussion offered a clear perspective: “A good manager doesn’t work outside normal hours. A manager who does that has no benefit to the company.” This sentiment underlines the belief that effective leadership involves setting a sustainable example for employees. By managing their workload within normal hours, leaders can promote a balanced culture that prioritizes productivity over attendance.
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