Working late into the night, even into the early hours of the morning; joining in on other people’s tasks; not caring about rest time, as long as the project is completed quickly. But the results are not worth the sacrifice. If in a leadership position, reluctant to delegate work and responsibilities to others. Have you ever come across such a person? This is called an overwork hero. They are heartened if they work beyond their normal abilities or skills. However, their personal lives and health become the casualties. They think that the more they work, the higher their value.
The intention may be good. However, overwork heroes will interfere with physical health, mental health, and productivity. Especially for leaders. Motivation plummets, a sense of helplessness sets in. This not only affects the leader, but also their team members.
Why is an Overwork Hero Bad for the Team?
An overwork hero will disrupt the balance of the team. The person who has too many tasks taken over may be happy, however, it can be the opposite: feeling that his presence and work are not appreciated and not needed. In addition, the division of tasks becomes unequal. The sense of collective responsibility fades. Another adverse impact is that team members’ opportunities to learn and develop are reduced.
Human capacity to work is limited. Working for too long will reduce concentration and creativity. As a result, work results are not optimal. He and his team members are also the victims.
In a team, the leader sets the example. If the leader becomes an overwork hero, this sets a bad precedent for the team. Team members will assume that if they want to be recognized and appreciated, they must work as hard as they can without limits. As a result, everyone will experience burnout.
Overcoming the Overwork Hero Problem
How can you avoid becoming an overwork hero? Leaders must set an example. In addition, they must create an environment that ensures the physical and mental health of the team is maintained.
First, leaders must recognize the signs of an overwork hero
For example, often working overtime (when it is not urgent), overdoing it in taking on other people’s tasks, finding it difficult to break away from work even on holidays or on vacation, and showing symptoms of physical and mental fatigue. Beware if these signs appear. Recognizing the signs above is important because sometimes leaders don’t realize they have become overwork heroes.
Second, create a balance between work life and life outside work
The limit of working hours must be clear. Do not work if you are on leave, rest, and vacation. Reward work based on results, not the length of working hours. Prioritize smart work, not hard work (remember prioritize, not eliminate). With the help of technology, this should be easier. Efficiency and productivity increase without sacrificing physical and mental health.
Third, build a culture of collaboration, not competition
So far, people who win competitions are considered successful. Conversely, losing a competition is considered a failure. This makes people feel pressured because they feel obliged to win. As a result, elbowing occurs.
How can we build a culture of collaboration? By emphasizing the importance of cooperation and mutual support both between the leader and the team and among team members; valuing the contribution of each team member without exception, not just the one who is considered the hardest working; and dividing tasks fairly, objectively, and transparently.
Fourth, don’t boast about overwork (the word overwork needs to be emphasized)
In order to remain productive and achieve, physical and mental health must be maintained.
Fifth, delegate tasks effectively. Learn to trust team members
Give them more responsibility. Make sure each team member has a clear role.
Sixth, leaders must evaluate both their own workload and the workload of each team member
From here, it can be seen who is the overwork hero, and then adjusted.
Learning from the Former CEO of Linkedin
Jeff Weiner is the former CEO of LinkedIn. He is a workaholic leader. Weiner worked long hours, answered emails late into the night, and was constantly involved in every decision. He thought this was necessary for success, but it led to stress, burnout, and inefficiency. But when he took over as CEO of LinkedIn, he realized his insanity was unsustainable.
He changed his mind-set. At first, he had the principle of “doing more”. However, he later changed this principle to “lead better.” Weiner focused on supporting his team, rather than doing everything himself. Weiner schedules what is called “thinking time.” He takes time to reflect. This allows him to make better decisions.
For his team, Weiner realizes that one of the characteristics of a good leader is being able to empower his team, instead of trying to be an overwork hero. He hires the right people, delegates tasks and responsibilities, and trusts his team.
To maintain a work-life balance, he encourages his employees to take breaks and vacation days. Weiner emphasizes smart work over hard work. He openly discusses mental health and stress management.
The result? Under Weiner, LinkedIn became one of the best places to work, known for its strong company culture. Employees were empowered without being overworked. LinkedIn’s revenue and user base soared.
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