Imagine this: you\u2019re at a private dinner, enjoying quality time with family and friends when your boss calls unexpectedly. A new client report is due by morning, and you\u2019re required to drop everything and return to work. The awkwardness at the table is palpable and you feel the weight of disrupting your guests\u2019 evening. Worse, you\u2019re struck by a sense of injustice as your personal time, your freedom, has just been taken away.<\/p>\n\n\n\n
This scenario underscores a widespread issue in many competitive fields: the struggle to balance intense work demands with personal well-being. In highly time-consuming industries with strong client dedication such as consulting, this issue is quite prevalent. My research in France and Brazil<\/a> highlights the universality of this issue across cultures and work environments.\u00a0<\/p>\n\n\n\n In today\u2019s evolving world, young generations no longer prioritise long hours and presenteeism over their personal lives. As burnout and job quitting have become more common, companies are struggling to recruit and retain talent<\/strong>. But why has this problem escalated, and what can managers do about it?<\/p>\n\n\n\n For many workers, the cause of excessive work hours is 1) internal pressure and 2) ambient competition<\/strong>, especially in consulting firms or similar businesses. <\/p>\n\n\n\n Internal pressure is based on personal ambition, or the individual motivation of each person and their desire to succeed. It is a structural element that has multiple origins such as family pressure, social pressure or a capitalist culture where success is often equated with relentless hard work.<\/p>\n\n\n\n Ambient competition on the other hand is fostered by some companies as a strategy to identify top performers. The idea is that internal competition favours the best and weeds out the worst according to the company’s needs, so it may seem useful at first glance. However, it can quickly devolve into unhealthy individualism. For example, \u201cWorkaholism\u201d as defined by addictologist Alexis Peschard<\/a>, thrives in highly competitive environments and can lead to social isolation within working groups.<\/p>\n\n\n\n These factors feed into each other: heightened personal pressure intensifies competition, and fierce competition, in turn, raises the stakes for individual performance. The outcomes are clear: elevated stress, reduced performance and a culture of prolonged working hours.<\/strong><\/p>\n\n\n\n Over time, this creates dissatisfaction, burnout, and talent attrition, posing a threat to the sustainable future of the company.<\/p>\n\n\n\n Employees who feel valued and supported are more likely to stay engaged, perform at their best, and remain loyal. Meanwhile, companies that prioritise well-being can attract top talent and reduce risks associated with burnout and turnover.<\/p>\n<\/blockquote>\n\n\n\nUnderstanding the origins and impact of overwork<\/strong><\/h2>\n\n\n\n
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The real culprit: lack of free time<\/strong><\/h2>\n\n\n\n