People today are under intense pressure to be “ideal workers”—totally
committed to their jobs and always on call. But after interviewing
hundreds of professionals in many fields, the authors have concluded
that selfless dedication to work is often unnecessary and harmful. It
has dysfunctional consequences not only for individuals but also for
their organizations. The authors discuss three typical strategies for
coping with demanding workplaces, and the risks associated with each:
Accepting involves prioritizing the job above all else and remaining
available 24/7. Because accepters fail to cultivate outside interests,
they’re often slow to recover from professional setbacks. And they may
be too focused on their own responsibilities to mentor others—a drawback
for their organizations. Passing involves portraying oneself as an
ideal worker while quietly pursuing a life beyond the office. But
passers may feel isolated from their colleagues because they are hiding
parts of themselves, and their perpetuation of the ideal-worker myth
keeps the pressure on everyone.Revealing involves openly embracing
nonwork commitments. Revealers may unwittingly put their careers at
risk, however, and bosses who penalize them may drive away talent. So
how can organizations build a healthier—and more productive—culture?
Managers can act as role models by leading multifaceted lives
themselves. They can reward employees for the quality and results of
their work rather than the time put into it. And they can enforce
reasonable work hours, require vacations, and take other steps to
protect employees’ personal lives. [ABSTRACT FROM AUTHOR]