Ending Toxic Productivity

Ending the Culture of Toxic Productivity

Read my latest HBR.org article here: Let’s End Toxic Productivity
By Jennifer Moss

In our current work culture, the relentless pursuit of productivity has transformed into a dangerous form of toxicity. This phenomenon, known as toxic productivity, pushes individuals to overwork and measure their self-worth through constant output and perfectionism. It's not just about working hard; it’s about being unable to stop, even to the detriment of our mental health and personal lives.

A recent Mercer Global Talent Trends Report reveals that 82% of workers globally are at risk of burnout. The driving forces include rising workloads, economic pressures, and exhaustion. These issues are often exacerbated by societal norms, such as tying one’s value to visible busyness and the myth that success requires a perpetual grind. Social media compounds this by glorifying “hustle culture,” encouraging toxic comparisons, and reinforcing unattainable standards of success and output.

The issue extends beyond individual behaviours. It’s woven into the fabric of workplace structures. Many organizations still measure success through outdated and unsustainable performance metrics. Rather than rewarding genuine productivity and innovation, they often emphasize long hours and visible labour, creating environments that encourage burnout. For businesses, this is counterproductive; exhausted employees are less engaged, less innovative, and more likely to leave.

Another emerging contributor to toxic productivity is the rapid rise of generative AI and advanced technologies, which promise to boost output but often heighten expectations. With tools that operate around the clock, the pressure to keep up can be overwhelming. Employees may feel compelled to work even harder to justify their roles, leading to a vicious cycle of anxiety and overwork.

Post-pandemic work trends have also intensified this problem. With the normalization of remote work and back-to-back virtual meetings, many employees find themselves "always on." Without clear boundaries between work and personal life, there's little opportunity for genuine rest or recovery. Meeting overload and blurred lines contribute heavily to fatigue and lower overall well-being.

The good news is that change is possible—and it starts with leadership. Leaders must lead by example, modelling healthy work behaviours and emphasizing quality over quantity. This means encouraging time off, setting boundaries around work hours, and creating an environment where it’s safe to rest without fear of judgment. Organizations can also benefit from redefining productivity metrics. Instead of hours logged or output volume, success should be measured by meaningful contributions, creativity, and sustained healthy engagement.

For this cultural shift to take root, it needs to be genuine. Empty gestures or surface-level initiatives won’t cut it; employees can easily see through performative efforts. Real change happens when leaders listen to their teams, genuinely prioritize mental health, and create policies that make a tangible difference.

Read the complete HBR article here: https://hbr.org/2024/11/lets-end-toxic-productivity

My forthcoming book, Why Are We Here? Creating a work culture we all want dives deeper into strategies for transforming workplaces to foster true well-being, purpose, and productivity. You can preorder your copy on amazon today.