Rethinking the Overwork Culture: Practical Strategies for Creating Sustainable Change, by Jonathan H. Westover PhD

The HCL Review Podcast

Abstract: This article provides organizational leaders seeking to disrupt entrenched cultures of overwork with practical strategies drawn from academic literature and the authors' consulting experience. It explores key drivers of overwork at both the organizational level, such as a lack of boundaries between work and personal time, perceptions of overwork as a requirement, pressure from leadership, and lack of alternative policies, and at the societal level. Concrete steps are then outlined for establishing sustainable change, like setting clear boundaries on availability and working hours, empowering employees with flexible arrangements, disconnecting from technology after hours, shifting perceptions of productivity away from face time, increasing transparency from leadership, and building in recovery periods. Case studies from Buffer and Mailchimp demonstrate success. The article advocates a holistic, systems-level approach led by committed executives to alter cultural norms and mindsets over the long run through fostering autonomy, flexibility and trust in order to enhance both performance and well-being. Leaders are encouraged to customize strategies to their contexts while continuously measuring impact and refining approaches, with the ultimate goal of empowering employees to bring their full selves each day.