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Are You Suppressing Your Productivity?

Laurie Erdman's picture

It’s 8 pm. You are exhausted. You haven’t had a home cooked meal in months. You haven’t gotten more than 5 hours sleep in weeks. Your to do list hasn’t dwindled all day. The gym? Dinner? Who’s kidding whom?  You’ve still got 4 hours of work ahead of you.

If we are being honest, your work conditions aren’t much better than a 12 year old in Bangladesh; assuming you aren’t sleeping on the floor. The big difference, between you and the 12 year old making the running shoes you never have the energy to use, is that no one is protesting your working conditions.

Such is the life of a modern knowledge worker.

A logical question arises anytime I step back and look at the corporate and billable hour landscape my clients work in or create. Why do people do it? 

Because they don’t know any better.

As I wrote a few weeks ago, people are great at masking burnout, fatigue and stress, unless of course it serves them to wear it as a badge of honor. Either way when we hide behind burnout or show it off, we are not living fully and we aren’t living with purpose.  That means we aren’t engaged and we aren’t productive as shown by the Towers Watson 2012 Global Workforce Study. That means our employer isn’t growing or creating jobs. Burnout isn’t just personal, it’s an economic matter.

But why do we have this skewed relationship with overwork and undernourishment? We are operating under one of two myths.

Myth #1 Burnout Is Weakness

Just as Brene Brown, in her book Daring Greatly, debunks the myth that vulnerability is weakness, I feel so compelled to argue the same about burnout. It is widely accepted that fatigue, stress and burnout are not something you talk about in the workplace and if you do, you are weak.

In law firms, everyone is working 60+ hours a week. In April, all accountants are working 16-hour days. As you approach product launch, it’s all-hands on deck.

As we falter under the weight of it all, when we want to raise our hand and scream “uncle”, we look around and watch everyone else with their head down, toiling away.

Then we think, “who am I to complain or protest?”

We believe if we speak up, everyone else doing exactly what we are doing will look down upon us. We hear their replies before we ever speak:

“What makes you so special?”

“If you can’t handle the heat, get out of the kitchen.”

“Maybe you aren’t cut out for this kind of work.”

We begin to believe the problem is us, not them. So we work harder. We burnout.

As the saying goes, it’s not about working harder, it’s about working smarter.  How smart are you on your 12th hour of work? Would you want to get on a flight with a pilot who had as little sleep as you? How would you like to undergo surgery with a surgeon who was working as many as hours and taking care of himself as poorly as the average stressed out worker?

Yeah, I didn’t think so.

Working smarter means more than finding a new productivity hack. Working smarter means taking regular breaks (every 90 minutes is ideal). Working smarter means eating real food, not processed junk. Working smarter means getting 8-hours sleep and daily exercise. Working smarter means setting boundaries.

Burnout is not a sign of weakness, it’s the result of a de-humanizing work environment and following the herd. Be smart and break the pattern.

Myth #2 Burnout Is Cool

On the flip side, burnout can be used by some as an “I’m cooler and more important than you” tool. Hang out at the coffee machine and see how often you hear:

“I’m crazy busy. I can’t believe how much I have to do. I don’t know how I’ll get it all done.”

“I’ve got so much to do, I don’t know where to begin.”

“I’m going to have to pull an all-nighter.”

Do you think this person is cool? No, I don’t either. Yet I’ve said these things, and if you’ve ever worked a day in your life, you probably have as well.

We say these things to let off steam, but also because it makes us feel important. “Someone must think so highly of me that they gave me all the work. I must be indispensable.”

Here’s the thing, if your boss really cared about you and your well-being, he or she would want to make sure you had a reasonable (as opposed to a super-human) workload so you don’t burnout. Ouch right?

Unreasonable hours, demands and workloads fueled on free pizza and sodas may (or may not) lead to more getting done. For sure, overwork and short deadlines will lead to mistakes and lost productivity. Whether its coding errors, or missing $100,000 mistake in a contract, burnout is not cool and it’s expensive.

It’s A Matter Of Personal Responsibility And Strategy

I want to be clear that there is no one to blame here. Not the employee, not the employer. We are all operating within a culture that abhors weakness and celebrates hard work. Combine these values with the speed of technology, and you have a recipe for burnout.

There will always be deadlines, emergencies and urgency to get to market before our competitors. So how do we bust the myths, be authentic to our physical and mental needs and still get the job done?

It comes down to personal responsibility. We each need to take responsibility for our own needs – employees and managers alike. Easier said than done for sure, but that is where strategy is key. Should you run into push back when you take a mental health day, or go for a walk during your afternoon brain fog, remember this – well-being is a strategic tool for company and personal growth. How so? When we are alert, focused and happy we are engaged. And according to Towers Watson, companies with the most engaged workforce increased operating income by 19% and earnings per share by 28%.[1]

Our well-being matters. It matters for our health, for our relationships and for our jobs. Well-being is not about fluff. It’s about personal and professional results.

What do you think? Have you taken personal responsibility for your well-being? What are some strategies you’ve used when your well-being seems to conflict with a deadline? Let us know in the comments below.


[1] Gauber. J and Lowman D. Closing The Engagement Gap: How Great Companies Unlock Employee Potential For Superior Results, Portfolio Hardcover 2008.

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