Rethinking the 90-hour work week for entrepreneurs
The recent debate surrounding the concept of a 90-hour workweek has sparked strong reactions across the corporate world. While some advocate the need for extended working hours, others believe they are detrimental and unsustainable. A successful business must cultivate a culture that values quality, efficiency, and innovation rather than draining employees with long hours.
Working long hours is sometimes glorified because some believe it equals reaching greatness. This viewpoint ignores an essential fact: productivity and success aren’t linear functions of working time. Instead, they are determined by how well decisions are made, how well strategies are implemented, and how well teams are able to foster creativity and collaboration.
Quality Over Quantity: The Real Driver of Success
Building a successful business does not follow a universal formula. A business model that works for one may fail catastrophically for another. A company may achieve outstanding results with a 50-hour work week, while another may struggle with a 90-hour work week. The success of a firm is determined by how well it maximises its resources, stimulates innovation, and matches market demands—not by the number of hours individuals work.
The emphasis should always be on quality above quantity. High-quality work produces better results, a stronger reputation, and long-term relationships with customers and stakeholders. Quality-driven efforts lead to enhanced personal satisfaction and a sense of accomplishment among employees. When employees enjoy their work, they become more engaged and driven, which benefits the firm in the long run.
The Myth of More Hours Equals Better Productivity
Contrary to popular assumption, longer working hours may not always result in greater outcomes. Overworking has regularly been shown in studies to diminish productivity, increase errors, and impair critical thinking. Exhaustion hampers decision-making abilities and suppresses creativity, both of which are necessary for addressing difficult challenges and generating innovation.
A 90-hour work week is particularly detrimental in industries that need high-level cognitive processes, such as strategy, innovation, and product creation. When people are pushed beyond their capabilities, their ability to think critically and produce high-quality work suffers. The result is not only lower productivity but also a decline in the overall quality of output.
Longer working hours can also negatively impact both mental and physical health, resulting in burnout, stress-related disorders, and greater attrition rates. These concerns interrupt organisational stability, raise recruitment and training costs, and lower team morale.
Work-Life Balance as a Competitive Advantage
In today’s competitive environment, work-life balance is a strategic advantage rather than a luxury. Companies that prioritise employee well-being provide an environment in which employees can recharge, stay engaged, and constantly perform at their best. Encouraging balance develops a culture of trust, loyalty, and collaboration, all of which are necessary for long term success.
Taking time off for personal interests, hobbies, or family allows employees to return to work with new insights and vitality. This balance improves their creative and problem-solving abilities, resulting in better outcomes in less time. A healthy work-life balance also deepens the employer-employee relationship, making businesses more appealing to top talent in a highly competitive employment market.
Economic Implications of Overworking
There is no direct relationship between increased working hours and a country’s economic performance. In fact, countries with shorter average workweeks, such as Germany and the Netherlands, frequently outperform those with longer hours in terms of productivity and GDP development. These countries prioritise efficiency, creativity, and employee well-being, demonstrating that the quality of work is considerably more important than the quantity.
Adopting a similar mindset might have major commercial benefits. Focussing on efficient processes, strong training programs, and empowering people to make meaningful contributions can yield better results than just demanding longer hours.
If Longer Hours Are Unavoidable
While a 90-hour work week should not become the norm, there may be unusual occasions when people are compelled to work longer hours for shorter periods of time. In such circumstances, it is critical to provide adequate assistance and incentives to ensure their well-being. Employees should be fairly compensated for any extra hours worked, with appropriate overtime compensation reflecting the worth of their time and effort.
l Providing compensatory time off enables employees to recover and preserve their physical and emotional health.
l Access to wellness resources, like as mental health assistance, fitness programs, and stress management tools, is critical for avoiding burnout and keeping employees productive and engaged.
l Flexible scheduling can also help to alleviate the stress of working long hours by allowing employees to better manage their time and even work remotely when necessary.
Implementing these strategies allows organisations to guarantee that staff feel appreciated and supported, especially during difficult times, building a sense of loyalty and commitment.
Building a Sustainable Work Culture
A company’s long-term success is determined by its capacity to foster a sustainable work culture that prioritises quality, innovation, and employee well-being. Companies that prioritise these characteristics create resilient teams capable of overcoming obstacles, adjusting to change, and driving growth in an ever-changing business context.
Leaders must reject the notion that longer hours equate to greater success. Instead, the focus should be on creating an environment where individuals can excel while maintaining a balance between their professional and personal lives. Long-term success is achieved by fostering a culture of efficiency and quality without compromising the well-being of the workforce.
(The author, Saket Gaurav, is the Chairman, and Managing Director of Elista.)
