Why ‘work hard/play hard’ is damaging to your bottom line

The “work hard/play hard” culture is a mantra that’s been embraced by many organisations the world over. It promises a high-octane, high-performance environment where employees work long hours and then let off steam with boozy gatherings in pubs, talking about a job well done and the sacrifices they made to achieve it. Culture expert Colin D Ellis explains why it’s time for a shift in behaviour.

Beneath the surface of this worn-out cliché lies a troubling truth: it’s a recipe for burnout, disengagement, and a toxic work culture that ultimately harms the humans that work within it and – if that’s not enough for senior leaders to worry about – it’s also damaging to the bottom line too.

The “work hard” part of the equation often translates into a cycle of overwork, where employees are expected to sacrifice their personal lives and well-being in the name of productivity. This relentless grind can lead to physical and mental exhaustion, increased stress levels, and a heightened risk of burnout. And when burnout sets in, it’s not just the employees who suffer – the organisation feels the impact through decreased motivation, creativity, performance and ultimately, missed results.

The statistics are stark:

• People with high levels of work stress were 22x more prone to suicidal thoughts
• 79 per cent of workers across 26 countries felt “at or beyond workload capacity”
• 46 per cent of workers felt ‘more prone to extreme levels of stress’ compared to the year before
• Companies around the world spent $61.2bn on wellness interventions in 2021. That amount is projected to grow to $94.6bn in 2026

The excessive nature of “playing hard”

But it’s the “play hard” component that truly reveals the insidious nature of this cliché. Too often, the idea of “playing hard” is code for excessive drinking, partying, and a general erosion of professionalism. This celebration of excess can breed an environment where inappropriate behaviour is tolerated, or even encouraged, under the guise of “letting off steam.” From sexual harassment to substance abuse, the consequences of this toxic culture can be far-reaching and devastating.

In the past (as recently as the 2010s) these behaviours were seen as part and parcel of everyone’s working life, ‘If you can’t stand the heat, get out of the kitchen’. However, this is not the expectation any more. A safe, respectful working environment never used to be an expectation of employees, because, well ‘that’s just not what you do, is it.’ Now, it very much is. In fact research from 2023 shows that it is the number one requirement of every generation of workers. The #metoo movement reinforced this requirement and now toxic cultures – and the leaders that preside over them – are being called out the world over.

This not only affects the reputation of the leaders that preside over these cultures, but also affects share prices and revenue streams.

The “work hard/play hard” mentality reinforces a harmful dichotomy – that work and play are inherently separate and opposing forces, rather than complementary aspects of a balanced life. This false dichotomy creates an unhealthy dynamic where employees feel they must oscillate between extremes, rather than finding a sustainable middle ground.

Creating a high-performance culture fit for today’s working world

So, how can organisations break free from this antiquated and damaging approach to work and create an organisation culture that’s fit for the future? Here are a few key principles to consider, that I mentioned in conversation with the CEO:

1. Define a culture of respect: You get the culture you choose to define. Establish clear boundaries and expectations around professional conduct, and create an environment where employees feel safe and respected. Zero tolerance for harassment, discrimination, or any behaviour that undermines the dignity and autonomy of others.
2. Lead by example: Leaders must embody the values and behaviours they wish to cultivate within the organisation. Model healthy work habits, set appropriate boundaries, and create an environment where employees feel empowered to do the same.
3. Promote work-life integration: Recognise that work and life are not separate entities, but rather intertwined aspects of a whole. Encourage employees to find a healthy balance that allows them to thrive in both realms, without sacrificing one for the other.
4. Prioritise wellbeing: Shift the focus from overwork to sustainable productivity. Encourage employees to prioritise their physical and mental health, and provide resources to support their well-being, such as flexible work arrangements, mental health support, and wellness initiatives.

By embracing these principles, organisations can begin to dismantle the toxic “work hard/play hard” culture and cultivate a workplace that values sustainability, respect, and balance.

They needn’t worry about performance as making this investment:

• reduces burnout by 66 per cent
• increases tenure by 63 per cent
• increases job satisfaction by 28 per cent

All of which leads to an increase in the well-being and engagement of their employees and as a result positively impacts results and positions the organisation for long-term success in an ever-changing world. That’s something that every business leader wants in 2024 and beyond.

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