Whenever I open any social media account—be it Instagram, Facebook, Twitter, or LinkedIn (yes, I consider LinkedIn social media too)—I see countless posts about work pressure and how it impacts mental and physical health, sometimes even leading to death or suicide. Every time I come across these posts, something stirs inside me, maybe because I’ve been in a similar situation. When I reflect on my own experience, I ask myself: did I do anything to stop it when I was going through it? Sadly, the answer is no. I just somehow got through that phase, and I feel lucky that I didn’t end up in the hospital or as a story on someone else’s social media feed. But I wonder—does posting stories or writing about work pressure help? Maybe it’s a passive way of addressing these issues. There are countless problems in the world, and we can’t expect the government or regulatory bodies to take responsibility for everything. It’s time for us, as individuals, to take responsibility for our actions. When will we understand that life—not profit—is the most precious thing?

I wonder if managers or those who put pressure on others ever pause to think when they come across posts about work pressure. Do they realize that they might be that person causing stress in someone else’s life? Work pressure has been a growing global crisis, and the statistics are alarming. A recent WHO report estimates that over 745,000 people die each year due to long working hours, leading to conditions like stroke and heart disease. Burnout rates are soaring, with studies showing that chronic stress from overworking can reduce productivity and increase the likelihood of mental health disorders like depression and anxiety. Suicide rates have also seen a worrying rise, with overwork being a significant contributing factor in many cases. This issue isn’t isolated to one company. For instance, Japan’s “karoshi” phenomenon—where employees die from overwork—is another grim example of how global this crisis has become. In fact, in some countries, overwork is so normalized that it’s embedded in the cultural fabric, making it difficult for individuals to speak up or set boundaries.

When incidents occur where someone dies due to work pressure, I often hear people saying, “Who asked them to take on so much pressure? They should have left if they couldn’t handle  it.” But I believe we’ve normalized this so-called hustle culture—the “grind”—so much that people who think it’s wrong to work excessively start doubting themselves. They begin to question if they are the problem, wondering if something is wrong with them because they can’t keep up. This conditioning starts from childhood. We are taught that if you’re not studying for twelve hours a day, you’re not a good student. During board exams, you’re expected to stop everything and focus only on studying. “You can only clear a government exam if you forget to eat, drink, and just study,” they say. Even in MBA programs, you’ll get placement or internship calls at 3 a.m., and if you miss them, your MBA is considered a waste. Eating, drinking water, sleeping—these become secondary. But getting a job or working for 16 hours a day? That’s primary. “Food? You can eat in your next life.” We often hear the mantra, “Work hard now, and later in life, you’ll have fun.” But sadly, that later part of life rarely comes. We are conditioned to be in a constant race, a never-ending cycle of chasing the next goal or achievement. This race traps us in a loop where the promise of future enjoyment remains just that—a promise, never realized.

Working hard isn’t the issue; the issue is not understanding the limits of the human body. The problem is the conditioning that tells us success comes only when we give up the joys of life and necessities like eating and drinking. Glorifying toxic work cultures with phrases like “hustle” and “grind” isn’t cool, and we need to stop it. Companies also need to take responsibility. Many have wellness programs on paper, but few implement them seriously. Enforcing reasonable working hours, offering mental health resources, and creating an open environment where employees can talk about stress without fear of judgment or reprisal is essential. It’s not just about productivity, it’s about people. What would happen if we only worked during working hours and didn’t stay up late at night, which is supposed to be our time? What would happen if placement calls came at 3 p.m. instead of 3 a.m.? Would the sky fall? But if we keep pushing people beyond their capacity, the real collapse will happen—not to the sky, but to people and their loved ones. We talk a lot about work-life balance, inclusive work cultures, and empathetic leadership. But now, it’s time to start implementing these values.

Some people may enjoy working more than eight hours, and maybe they’re capable of doing so, or they find fulfilment in it. But we need to understand that not everyone is the same. Just because someone enjoys working late doesn’t mean it’s normal for everyone. We need to stop normalizing this. As individuals, we need to start setting boundaries. It’s okay to log off when the workday ends, it’s okay to say no to unreasonable demands. Companies, on the other hand, must actively work towards building an empathetic work culture where well-being is prioritized, where leadership leads by example, and where working late or sacrificing personal time isn’t glorified but discouraged. If we fail to make these changes, we risk losing more than just productivity—we risk losing lives.

Reference:

• World Health Organization. (2021). Long Working Hours Increasing Deaths From Heart Disease and Stroke. https://www.who.int/news/item/17-05-2021-long-working-hours-increasing-deaths-from-heart-disease-and-stroke-who-ilo

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Vaishali Jadon is a doctoral scholar at the Institute of Management Technology, Ghaziabad, specializing in organizational behavior. Her research interests include workplace loneliness, emotional labour, and mindfulness among employees.