Arriving before everyone else. Leaving last. Responding to emails at 11pm. Saying “yes” to everything, all the time. Overwork has become a silent badge of honour in many organisations. It is often seen as a sign of strong commitment and unwavering loyalty. But what happens when this excess becomes the norm—or even the culture?
Behind the façade of performance, overwork conceals a human, cognitive and ethical cost. It depletes mental resources, undermines sound judgement, and paves the way for counterproductive behaviours that are too easily rationalised: poor decision-making, concealment, over-adjustment, unintentional sabotage, or withdrawal.
Burnout: the invisible catalyst of ethical risks
The link between work overload and reduced ethical awareness is very real. When employees are chronically fatigued, their tolerance for stress drops. Their critical thinking is blunted, and their patience wears thin. Shortcuts become tempting, transparency is diluted, and the urge to bend the rules—just to cope, just to keep up—takes root insidiously.
Certain warning signs should not be ignored:
- Hiding mistakes to avoid being blamed.
- Slightly manipulating data or indicators to maintain a performance image.
- Overusing avoidance or withdrawal behaviours (skipping meetings, ignoring colleagues).
- Irritation when reminded of procedures or compliance requirements.
These behaviours do not stem from “bad apples.” More often, they are the result of ongoing pressure and an organisational culture that normalises overextension.
Excessive loyalty: an underestimated strategic risk
Many employees who overwork are driven by “good intentions”: helping their team, avoiding project delays, meeting implicit expectations. This is precisely what makes the issue so delicate. Excessive loyalty can lead to self-denial, silence around personal limits, and even acceptance of behaviour that goes against one’s own values.
Ultimately, this dynamic endangers not only individual wellbeing but also the health of the organisational culture. When exhaustion is normalised, the organisation becomes vulnerable: costly errors, interpersonal tension, loss of purpose, and silent resignations are just some of the consequences.
Preventive management: building a culture that safeguards
To prevent these harmful dynamics, organisational integrity must be seen as a protective system—not merely a moral ideal. Here are several practical levers:
- Rehabilitate boundaries: Value employees who know how to say no, who prioritise, and who respect their own warning signals. Consider energy management as a key skill.
- Empower managers: Teach them to recognise early signs of burnout and to adapt their expectations accordingly. Eliminate leadership models based on hyper-availability.
- Rethink performance: Include quality of work, cooperation, and sustainability indicators in performance evaluations. Stop glorifying those who push through at all costs to the detriment of their wellbeing.
- Create spaces for dialogue: Set up regular forums to voice tensions, review workloads and readjust priorities. Prevention is better than crisis management.
- Assess behavioural risks: Use tools like ETIX to identify potential ethical lapses linked to fatigue or overload. Better understand vulnerabilities in order to better support.
Redefining engagement to preserve integrity
An organisation that shields its teams from overwork does not sacrifice performance—it makes it more sustainable. Managerial practices, recognition models and evaluation tools must evolve to include an ethical dimension that values alertness, respect for limits, and the ability to act without self-betrayal.
Integrity is not merely a matter of principle: it is a collective stance, shaped by rhythms, leadership styles, and the way those who dare to say “stop” are treated.
Because protecting people also means protecting work quality, team trust, and the organisation’s reputation.
