The Hidden Drivers of Hustle Culture
In today’s workplace, culture is shaped not just by what leaders say they value but by what they actually reward. While many organizations promote balance, collaboration, and innovation, the behaviors that often get reinforced tell a different story: long hours, constant availability, and personal sacrifice. Over time, this misalignment normalizes unsustainable work patterns. When burnout becomes a badge of honor, culture begins to erode. And often, it happens subtly and unintentionally.
In a recent Vistage meeting, someone posed a question that stuck with me:
“What behaviors are unconsciously rewarded in your organization?”
The discussion that followed revealed an uncomfortable truth for many in the group. While leaders may intend to value clarity, strategic thinking, or innovation, many teams end up reinforcing something else entirely - busyness. It shows up in quiet, familiar ways: the employee who silently takes on too much, the manager who juggles multiple roles without pushing back, the executive who is always unavailable because they are “so busy.” These behaviors eventually become the norm, not because they’re effective, but because they are visible, rewarded, or just expected.
These signals may be easy to overlook, but they shape how people behave and influence what success looks like. Employees internalize what’s celebrated and tolerated. Left unchecked, it can create a culture that confuses burnout with value. (If you’re familiar with the influencer Corporate Natalie, her satirical take on this is spot on.)
In many workplaces, being overextended is a perceived measure of commitment. A packed calendar becomes a status symbol. Delayed responses are interpreted as a sign of importance. The person who works late is seen as dedicated rather than overloaded. This mindset creates ripple effects across teams, and you may have employees who feel pressured to say yes to everything, even if it compromises focus or quality; managers who avoid delegating, believing leadership means doing it all; or high performers burning out, while others mistake their exhaustion for excellence.
Earlier in my career, I was praised for being the one who ‘worked so hard.’ I worked long hours, picked up tasks that others dropped, and took on many last-minute requests without hesitation. At the time, I thought that was what good work looked like because it was celebrated. But the truth is, I didn’t know any better. I was constantly stressed, always on, and rarely in control of my day. Looking back, I can see how reactive my role was. Instead of stepping back to solve the root problems or streamline the work, I stayed in motion. The mindset that doing good work meant that I was working around the clock was deeply ingrained in me. I would later learn that it was not sustainable.
The broader organizational impact is just as clear. When hustle becomes the most visible measure of performance, organizations shift from intentional to reactive. Activity replaces strategy. People stay busy, but progress slows, engagement drops, and psychological safety begins to erode.
For me, life changed because it had to. Having three kids will do that. My evenings were no longer open to stay at the office until 7 p.m. I had bathtime routines and bedtime stories to show up for. These days, this season of life feels more like being an Uber driver for sports practices and school activities. Because of that, my workday has taken a new shape. It might start with strategy before school drop-off and end with client calls from the soccer sidelines. It’s not linear, but it’s intentional. I still deliver, it’s just follows a different rhythm than it used to.
It’s a familiar dynamic for many of us, especially as technology continues to blur the boundaries of the workday. The traditional 9-to-5 is no longer the default. Availability stretches into mornings, evenings, and everything in between. In this always-on environment, we need a new definition of performance, especially for salaried employees.
That’s why it’s important to recognize that high performance today may look different than it once did. High performers may be caregiving, coaching, or contributing to their communities. Their value isn’t in how many hours they’re online. It shows up in results, not just visibility.
In today’s workplace, high performance might look like:
A working parent who starts early, ends on time, and delivers consistently
A team member who sets clear priorities, communicates effectively, and follows through
A leader who creates space for others to lead instead of managing every detail
Yet when a culture only rewards visible busyness or burnout, it can drive away the very people who deliver meaningful, lasting results. These are the employees who work with purpose, not just presence.
So how do we shift this? To build a resilient, inclusive, high-performing culture, companies must align what they say they value with what they actually reward. That begins with recognizing outcomes, not just effort, and celebrating clarity and execution over constant activity. It means modeling presence and responsiveness, elevating leaders who prioritize communication. Valuing flexibility is also key. Organizations should support different work rhythms and create space for people to thrive both in and outside of their jobs. Just as important is normalizing conversations around capacity by encouraging honest dialogue about workload and supporting sustainable productivity at every level.
The truth is, culture isn’t built through value statements. It’s built through daily feedback, recognition, and reinforcement. The values printed on the wall or posted on a website only matter if they’re lived by leadership every day. When there is a disconnect between what a company says it values and actually rewards, the message gets lost. If your values truly reflect what matters, they should support and reinforce the behaviors that build a healthy work environment.
In executive recruiting, I often meet leaders who aren’t just looking for a new job. They’re looking for a new culture. One that doesn’t quietly celebrate the path to burnout or mistake constant hustle for commitment. Many have given a few great years to companies that demanded everything, and they are now realizing that this comes at a cost. There has been a noticeable shift. People aren’t just building careers anymore, they are building lives. Compensation still matters, but so does sustainability and the ability to show up fully in other parts of their life.
The companies that thrive in today’s demanding world are the ones that get this right. They’re the ones people want to work for. They have lower turnover, stronger teams, and reputations for being human-centered.
When organizations reward clarity, balance, and thoughtful execution, they foster environments where people can grow, contribute meaningfully, and stay - not just survive.
