24/06/2026
There is a kind of person every workplace quietly admires: the one with the long hours, the full calendar, the one who never seems to stop and always delivers.
The assumption is often that sustained effort is what drives sustained performance. But research seems to tell a different story.
Beyond a certain point, more effort does not necessarily translate into better performance. Chronic overwork and insufficient recovery have been associated with more errors, poorer decision-making, and a greater risk of burnout over time.
One consequence is presenteeism: being physically present at work but functioning below full capacity. People keep coming in, attending meetings, answering emails, while fatigue and insufficient recovery quietly affect their focus and performance.
Unlike absenteeism, presenteeism is difficult to see and difficult to measure. That is precisely why it can be so costly.
What begins as an individual experience can gradually become the norm across a team, shaping how people think, collaborate, decide, and treat one another.
๐ If overcommitment ultimately undermines performance, perhaps it is time to reconsider why so many workplaces continue to reward it.