“I really became a robot,” a manager at an accounting firm explained. She and her colleagues worked extraordinarily long hours, but, she said, “I thought it was normal. It’s like brainwashing. You are in a kind of mental system where you are under increasing demands, and you say to yourself that it doesn’t matter, that you will rest afterwards, but that moment never comes.”
Through my research, I’ve heard stories like this over and over again from people in accounting firms, law firms, consulting firms, and other white-collar jobs. We all know that chronic overwork is bad for our mental and physical health and can seriously jeopardize the quality of our work. We wish we could change the way we work, but we don’t really know how.
Long hours are most common in managerial and professional occupations. This is something of a recent trend. In the old days, if you were a white-collar worker, the deal was that you worked as hard as you could at the start of your career to earn the right to be rewarded later on, with security of tenure and a series of increasingly senior positions. In professional organizations, such as law firms, accountancy firms, management consultancies, and investment banks, the prize was partnership. The competition was relentless, but once you won the prize, it was yours for keeps. Partners had autonomy to choose how and when to work and what to work on. Of course, some senior partners spent a surprising amount of their “business development time” on the golf course, but that was OK because they had already paid their dues to the organization.
This is no longer true. As a director of HR in a leading accounting firm told me, “The head of audit is in the office regularly from 5:30 AM until 10 PM, on weekends, too. So is our managing partner. This is not exceptional. The rest of the firm sees the senior people working these hours and emulates them.”
My research, published in my new book about leadership in professional organizations, shows that our tendency to overwork and burn out is framed by a complex combination of factors involving our profession, our organization, and ourselves. At the heart of it is insecurity. As one senior business unit leader in a law firm admitted to me: “I just come in here and work as hard as I can all the time. I feel like I’m doing a good job, but it’s hard to measure. That’s the nature of what we do: It’s feast or famine. And we all tend to be such insecure people that we’re all scared all the time.”
The 500 interviews I conducted for my book showed a pattern: A professional’s insecurity is rooted in the inherent intangibility of knowledge work. How do you convince your client that you know something worthwhile and justify the high fees you charge? The insecurity caused by this intangibility is exacerbated by the rigorous “up or out” promotion system perpetuated by elite professional organizations, which turns your colleagues into your competitors. How do you convince your boss that you’re worth more than your closest colleague? There is no chance for a professional to rest on their laurels — or even to rest.
Exacerbating this problem, elite professional organizations deliberately set out to identify and recruit “insecure overachievers” — some leading professional organizations explicitly use this terminology, though not in public. Insecure overachievers are exceptionally capable and fiercely ambitious, yet driven by a profound sense of their own inadequacy. This typically stems from childhood, and may result from various factors, such as experience of financial or physical deprivation, or a belief that their parents’ love was contingent upon their behaving and performing well.
As the recruiters I interviewed explained, these individuals are immensely attractive to elite professional organizations because they are entirely self-motivating and self-disciplining. The firm in effect tells the insecure overachiever, “We are the best in the business, and because we want you to work for us, that makes you the best, too.” But upon joining the firm, insecure overachievers discover that the rigorous up-or-out policy exacerbates their insecurity and their fear of being “exposed” as inadequate — and ultimately rejected.
In the short term, insecure overachievers respond by delivering exceptional performance. As the chair of a consulting firm told me, “My theory is that the best client relationship builders in our firm are insecure. They are so hell-bent on making their clients feel good about them that they work overtime. Clients feel their passion and respond to that.”
The tendency to hard work is reinforced by the strong culture of social control created by elite professional organizations. On the one hand, this is comforting. Some professionals I have studied refer to their firms as being like a “family,” or something even more intense. As one consultant described it, “When I first came here, I thought, This place feels like a cult. But now I have been here a while, I think it is great.” Taken to extremes, the insecure overachiever’s sense of commitment can lead to extreme conformity and the normalization of unhealthy behaviors.
Paradoxically, the professionals I studied still believe that they have autonomy and that they are overworking by choice. They do not blame their organizations, which after all have invested in work-life balance initiatives and wellness programs. Instead, they blame themselves for being inadequate. Their colleagues seem to be coping, and they take that as further evidence of their own inadequacy. They do not talk honestly to their colleagues about their problems, thus perpetuating the myth of the invincible professional, which encourages their colleagues to feel inadequate in turn. If they suffer burnout, they think it is their fault. Their organization and its leadership are absolved of responsibility, so nothing fundamental changes.
As a result, by the time insecure overachievers become leaders of their organizations, they unconsciously replicate the systems of social control and overwork that helped to create them.
If you are a leader who is wondering “Why am I working harder than ever?,” take a good look at yourself, the organization that has created you, and the organizational practices you are perpetuating. Working hard can be rewarding and exhilarating. But consider how you are living. Recognize when you are driving yourself and your staff too hard, and learn how to help yourself and your colleagues to step back from the brink.
Your insecurities may have helped to get you where you are today, but are they still working for you? Is it time to acknowledge that you have “made it” and to start enjoying the experience a little bit more? And if your boss is an insecure overachiever, recognize how they are projecting their insecurity onto you — how they make you feel insecure for not being able to keep up with them.
Work exceptionally long hours when you need to or want to, but do so consciously, for specified time periods, and to achieve specific goals. Don’t let it become a habit because you have forgotten how to work or live any other way.
And notice how you judge colleagues who are working less hard than you — they may have discovered something you need to learn.
If you are a leader, you have a responsibility not just to your firm but to the people who work within it. Help your colleagues to achieve their full potential, but do not allow yourself to exacerbate and exploit their insecurities. And remember that your ultimate “duty of care” is to yourself.
