While there are often personal reasons people become workaholics, the environments they’re in can exacerbate their tendency to overwork: for example, a boss who rewards employees who stay late, emails sent at all hours of the day and night, or praise highlighting someone’s industriousness. But the research is clear that long work hours and an unhealthy preoccupation with work do not produce better results or improve productivity. So, what can organizations do to end a culture of workaholism? First, leaders must shift their mindset around the fact that long hours and presence do not necessarily equal better work. Second, companies can improve their processes to reduce long work hours. Third, organizations can rightsize their workforce by ensuring they have enough people to do the work required while enabling people to take physical and mental breaks from work. Fourth, they can craft a productivity and well-being culture that offers clear boundaries around work along with flexible and supportive policies. Finally, they can be willing to experiment with novel solutions.
Source: How Companies Can End a Culture of Overwork | Harvard Business Review
