When Did Work Get So Damn Hard?
Why the way we work — not the work itself — is breaking us.
I’m worried about where work is heading. Not just for business, but for people too.
I had another chat with a brilliant mind last week. One of those conversations that start with “how’s work?” and end with “what the hell is happening out there?”
Something’s shifted in the working world. Fast.
During COVID, we saw how quickly humans can adapt. We learned to work from home, to check in on each other, to deliver results through chaos. Productivity even spiked for a while. We all thought, finally — this is the shift that will carry us forward.
But swings that go that far one way usually come back hard the other.
We’re now seeing the snap-back. Tight budgets, redundancies, and unnecessary control creeping back in. At first, I thought this was a Melbourne thing — maybe our city just hadn’t recovered from those long lockdowns. But after talking with people across industries and states, it’s clear: it’s everywhere.
Everyone, leaders, teams, whole economies, is running faster than they can sustain. And it’s no wonder. Outside of work, the pressure is just as intense: cost-of-living spikes, widening inequality, economic instability, and the constant background hum of global tension. When the world feels like it’s teetering, it’s not surprising that workplaces do too.
The noise we’re all hearing
“I just want to do my job within my hours. I’ll do it well, but I’m done killing myself for work that doesn’t care.”
I don’t disagree. I often work long hours, but it’s my choice — and that’s the difference. I’m lucky to have the flexibility to plan and balance my work around my life — school drop-offs, family, and focus time. That balance means when I do choose to work late, it’s because I want to, not because I have to.
But when work systems are designed with back-to-back meetings during the day and still expect deep, time-consuming outputs by night, people shut down. It’s not laziness; it’s self-protection.
Work didn’t get harder. The way we work did
Everyone is busy. It’s like we’re rowing a boat with oars on one side — moving fast, but in circles.
In one organisation, I sat in a workshop where a team was trying to solve a persistent problem. A clear solution was identified, but leadership didn’t listen when the team explained why it wouldn’t work or what really needed fixing. Ten months later, I was invited to another workshop — to discuss the same problem. Only now, things had gotten worse. The team was exhausted, the problem was bigger, and yet everyone was working harder. That’s what it looks like when you’re rowing in circles.
And honestly, it makes me wonder —
is this worse than being up shit creek without a paddle?
At least there, you know you’re in trouble. In most workplaces, we’re still convinced we’re making progress.
I’ve never seen so many smart people disengaged, leaders confused, and teams exhausted.
The truth? The work itself hasn’t changed much. The way we work has.
We’ve buried ourselves under layers of process, reporting, and meetings that don’t lead anywhere. In transformation land — where I’ve spent the last decade — it’s often worse. By the time I’m brought in, most teams have already been through months (or years) of “change” that’s only added more templates, confusing planning cycles, and extra sign-offs. The strategy becomes harder to follow, not easier. I’m usually there to untangle it — to strip back what’s unnecessary and make the work make sense again.
Why? Because most transformations add instead of remove.
The science backs it
Human brains are wired for two things: progress and ease. When we see progress — small wins, clear goals, visible outcomes — we get dopamine. That’s motivation. But when we hit walls, unclear priorities, and endless blockers, the brain senses threat. Cortisol rises. Frustration turns into disengagement.
We’ve shifted how we work — constant context switching, back-to-back meetings, too many priorities — which actually prevents the brain from doing what it’s built to do. We’ve designed work that keeps people stuck in threat mode, not thinking mode.
Teresa Amabile’s Progress Principle proved that the biggest driver of motivation isn’t purpose or perks — it’s the sense that we’re making meaningful progress. Gallup’s research echoes it: engaged teams are the ones who get to make decisions, see results, and fix problems that matter.
So when organisations pile on complexity, we trigger the exact opposite response. People don’t get lazy — their brains go into energy-saving mode.
And then the spiral starts.
Work gets harder → people switch off → leaders pull tighter to control → work gets harder again.
We’ve built a system that punishes motivation, then blames people for being unmotivated.
This needs to stop.
Purpose is fine (if it’s real)
Purpose became the buzzword of the 2020s (even earlier — ten years ago it was all about Simon Sinek’s WHY. And yes, I’ve used this idea too, because as a concept it’s brilliant — our brains love a problem to solve.) Every company wanted a lofty purpose statement. But most didn’t back it up.
Let’s be honest: not every business is saving the planet. That’s fine. Just don’t insult people’s intelligence by claiming to be driven by something you have no intention of making real.
We’ve all seen the examples:
A coal company with a purpose “to promote clean air and reduce carbon emissions.”
A fast-food chain claiming “to promote a healthy lifestyle through balanced meals.”
A tobacco company “helping people quit smoking.”
A fast-fashion brand “promoting sustainable and durable clothing.”
A fossil fuel company “accelerating the transition to a renewable energy future.”
If you’re in these industries — own what you do. The problem isn’t the business; it’s the hypocrisy.
What really motivates people is seeing how their work matters here and now.
I love a team purpose:
A service desk that keeps the organisation running with minimal downtime.
A HR team that creates a frictionless employee experience.
A transformation team that makes work easier for everyone else.
That’s purpose teams can rally around — not a marketing tagline.
What needs to change
Let’s be sensible. Businesses exist to make money. And that’s okay. But they don’t need to be jerks about it.
Likewise, people come to work to contribute and get paid fairly. Also fine, and most people accept that. But when they’re buried under broken systems, both sides lose.
We need to meet in the middle again. Go back to basics:
Clear roles and outcomes.
Fewer meetings, faster decisions.
Systems designed for people, with work that actually flows.
Leaders who unblock, not overload.
Of course, there’s complexity in all this — workplace health and safety, psychological safety, and the reality that sometimes people take advantage because they can. But that’s exactly why balance matters. There’s a middle ground between chaos and control — and that’s where good work lives.
A reality check — and a way forward
I’m worried about where this is heading — not just for workplaces, but for society. Disconnection at work spills into families, education, health, and communities.
In Australia alone, employee disengagement is estimated to cost the economy more than $223 billion every year. That’s not just lost productivity — that’s burnout, anxiety, and people mentally checking out. It blows my mind. Such a waste when there’s a better way.
The OECD also estimates that poor mental health costs economies up to 4% of GDP each year. These aren’t small numbers — they’re signals that our systems aren’t working. When work is designed in ways that burn people out, the damage doesn’t stop at the office door — it ripples through homes, classrooms, and communities. That’s not just burnout — that’s systemic dysfunction.
But I’m hopeful too. Because I see leaders who care, and teams who still want to do good work. They’re just tired of the nonsense. I know there’s balance in the middle — and I know we can act on it before we spiral too far.
Maybe we stop adding layers and start removing them.
Maybe we strip back the complexity and accept that simple can work.
Maybe we design work that helps people think and deliver — not drown.
Maybe we make progress visible again, and not just through meaningless numbers.
Let’s start the rebalance
If this resonates — if you’re a leader who’s had enough of the noise, or an employee who just wants to do good work without the chaos — you’re not alone. We can fix this, but only if we stop pretending it’s normal.
Until then — let’s give the rower another oar and point him to land.
The tools, clarity, and focus we need to actually get somewhere are already within reach. We just have to stop rowing in circles long enough to see them.