Many leaders are adopting a 996 work culture - 9 am - 9 pm, 6 days a week.
It’s often framed as dedication or hustle. But the reality goes beyond long hours.
It’s a systemic pressure that can mask burnout, reduce creativity, and erode trust over time.
What makes 996 so insidious is that output may appear high while the workforce is quietly struggling.
Teams may meet deadlines, but collaboration suffers, mistakes rise, and engagement quietly declines.
The cost isn’t always visible in real time - it accumulates until retention dips or performance falters.
This culture often signals deeper organizational challenges - unclear priorities, insufficient delegation, and the absence of healthy boundaries.
Leaders who normalize excessive hours may unintentionally signal that working harder equals value, which undermines long-term performance.
For executive leaders, recognizing the signs of 996-style pressures isn’t about policing hours - it’s about rethinking how work is structured.
Where can processes be streamlined? Which tasks could be delegated to develop team capability? How can teams work efficiently without stretching into exhaustion?
Addressing these pressures isn’t about reducing commitment. It’s about sustaining productivity, innovation, and engagement over time.
Leaders who step in thoughtfully can shift culture from hours-driven to impact-driven while supporting their people’s growth and resilience.
Have you observed 996-style pressures in your teams? How are you approaching sustainable productivity while maintaining engagement and well-being?