996-style thinking suggests that longer hours automatically produce better results. Experience shows it doesn’t.
Sustainable growth comes from clarity, focus, and intentional execution, not from extending the workday.
When leaders push teams into long hours, the compounding effects of fatigue on judgment, collaboration, and innovation are often overlooked.
Productivity is highest when people have space to reflect, recharge, and problem-solve.
Tolerating or celebrating 996-style norms sends a clear message - presence matters more than outcomes.
This culture shapes how teams work, how talent engages, and what future leaders learn about influence. Talented people may disengage, leave, or adopt habits that prioritize hours over impact.
Executives have a responsibility to model sustainable work norms.
Delegation, alignment, and deliberate focus on strategic outcomes signal that high performance is defined by decisions and results, not endurance.
The real challenge is designing systems and processes that make work manageable, ensure priorities are aligned, and reinforce that results - not time logged - define success.
Where in your organization are long hours masking inefficiency, and what changes could improve both results and resilience?