By Ewere Okonta, PhD
08037383019
eob.org.ng
The modern workplace has quietly become a battlefield for many people. Not necessarily because salaries are poor or policies are bad, but because of a monster we have gradually normalised: work-related stress.
We now celebrate exhaustion as evidence of commitment. Someone says, “I worked until midnight,” and we applaud as though sleeplessness were a corporate achievement. Another boasts about answering emails at 2 a.m., attending meetings all day and still returning to work the next morning.
But here is the uncomfortable truth: your body is not a machine, and your life is not an office asset.
There is nothing admirable about working yourself into sickness.
THE DANGEROUS CULTURE OF “I CAN HANDLE IT”
One of the biggest problems with workplace stress is that we have turned suffering into a badge of honour.
Employees are afraid to say they are tired because they fear being labelled lazy. Some cannot take their annual leave because they want to appear indispensable. Others remain glued to their phones long after closing hours because their bosses have created an environment where availability is mistaken for dedication.
But being permanently available does not necessarily make you productive.
Sometimes, the most responsible thing a worker can do is rest.
We must stop confusing pressure with productivity. Pressure may sharpen concentration for a short period, but prolonged pressure can destroy creativity, weaken judgement and reduce efficiency.
A tired employee may still be physically present at work, but mentally, emotionally and creatively, that worker may already have checked out.
WHEN THE JOB STARTS TAKING MORE THAN IT GIVES
Consider the secretary who barely sleeps because of unrealistic deadlines.
Think about the banker who leaves the office exhausted every evening, too tired even to properly engage with his family.
Think about the teacher whose headaches have become routine because the school environment is permanently hostile.
Think about the civil servant who has accumulated leave for years because taking time off is treated as a sign of weakness.
These are not merely workplace stories. They are reminders that there is a human being behind every job title.
And that human being has a family, emotions, dreams, limitations and a body that requires rest.
So, when an organisation says, “That is the job,” we should ask: Must the job destroy the person doing it?
PRESSURE DOES NOT MAKE EVERYONE BETTER
Some people perform exceptionally well under pressure. Deadlines motivate them, urgency sharpens their thinking and challenges bring out their best.
But not everyone functions that way.
Constant pressure can produce errors, poor decisions, resentment, absenteeism and burnout. Eventually, the organisation begins paying for the very culture it created.
A burnt-out employee is not a productive employee.
An exhausted workforce will eventually produce exhausted results.
This is why enlightened organisations are beginning to understand that employee wellbeing is not charity. It is sound management.
A worker who is rested, respected and emotionally stable is more likely to be creative, committed and productive than one who is permanently frightened, exhausted and frustrated.
GOOD BOSSES STILL EXIST
Thankfully, not every boss believes leadership means intimidation.
There are managers who understand that people are not machines. They listen. They encourage their staff. They recognise effort. They grant reasonable time off. They create room for people to breathe. They correct mistakes without destroying dignity.
These are the leaders who understand that authority does not require cruelty.
A good boss does not make employees afraid to come to work. A good boss creates an environment where people want to give their best.
To such leaders, I say: thank you.
You may never fully understand the impact of your kindness, but somewhere in your organisation is a worker whose mental and emotional wellbeing is better because you chose humanity over intimidation.
On a personal note, Dr. Mrs. Florence Igweh, my boss and Head of the Department of Business Administration, University of Delta, Agbor, belongs to this special category.
Thank you, Madam.
WHAT SHOULD EMPLOYERS DO?
Organisations must begin to rethink what they call productivity.
First, redefine productivity.
A worker should not be judged by how late he or she remains in the office, but by the quality and impact of the work delivered.
Second, encourage work-life balance.
Employees need time for family, rest, recreation, worship, personal development and other meaningful aspects of life.
Third, create room for communication.
A boss who listens can identify problems before they become crises. Employees should be able to raise genuine concerns without being treated as troublemakers.
Fourth, institutionalise employee wellbeing.
Reasonable workloads, wellness initiatives, flexible arrangements where possible and periodic staff check-ins should be treated as investments, not unnecessary expenses.
AND WHAT ABOUT THE WORKER?
Workers also have responsibilities.
Do not destroy yourself trying to prove that you are indispensable.
Learn to rest.
Learn to say, “I need help.”
Learn to take your leave.
Learn to disconnect from work when the workday is over, where circumstances permit.
And above all, understand that your job is what you do; it is not who you are.
If a workplace continually destroys your health, dignity and peace, you must have the courage to reassess your situation.
No promotion is worth a premature grave.
No salary is worth losing your life.
No office achievement should require you to sacrifice everything that makes life worth living.
A FINAL WORD
The greatest tragedy in the workplace is not always an employee who refuses to work. Sometimes, it is an employee who works until there is nothing left of him or her.
We must stop glorifying exhaustion.
Employers must humanise the workplace. Workers must protect their wellbeing. Managers must understand that compassion and productivity can coexist. And organisations must realise that people perform better when they are treated as human beings, not disposable resources.
The office is a place to work, not a place to die.
God gave us life not merely to chase deadlines, meet targets and accumulate titles, but to live, love, serve, raise families, pursue purpose and enjoy the fruits of our labour.
So, work hard. Be committed. Give your best.
But do not work yourself into the grave.
Because in the final analysis, the most successful organisation is not the one that extracts the last drop of energy from its workers, but the one that helps its people work, live and thrive.
This is not just a sermon.
It is a warning.
This is the Sunday Sermon from my holy pulpit!
Dr Ewere Okonta is the CEO of EOB Media. He is a family values advocate and writes from the Department of Business Administration, University of Delta, Agbor.
Comments (1)
Nice piece, thanks.
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