For a Better Culture, Abolish ‘Always On’ Expectations

“Always on” cultures can be observed everywhere. They are environments where people are constantly connected through technology, available and responding at all hours of the day.

In the workplace, it’s when employees (1) feel an expectation to respond almost immediately and (2) have an explicit or implicit belief that being busy equals being productive or demonstrating commitment. Additionally, it can mean being productive for a specific period, for example when a team needs to pull together and work all hours to meet a deadline or resolve a crisis. 

Having to constantly operate in a space where everyone is expected to “be on” — implicitly or explicitly — is outdated. It’s not sustainable. 

Creating a Different Culture

“Always on” cultures have communication habits that create pressure to be available 24/7, leading to stress and burnout. Here are some common scenarios and their inevitable, culture-shaping consequences.

Communicating outside of work hours. Work emails or chats sent outside regular working hours signal an expectation of immediate response, making employees feel they must always be reachable and attentive. Messages like “Let’s discuss first thing tomorrow” or “Can you look at this tonight?” reinforce the idea that work is not confined to office hours.

Imperative language. Messages marked as “URGENT,” “ASAP” or “high priority” — especially when sent outside of work hours — create anxiety and a sense of obligation to respond immediately, regardless of personal time. Repeated reminders about deadlines or last-minute requests also contribute to this sense of urgency.

Implied expectations of speed. Comments such as “Please respond ASAP,” “Are you there?” or “I need this now” suggest that delays are unacceptable, making employees feel judged for not replying instantly. The normalization of rapid-fire messaging (via Slack, Microsoft Teams, WhatsApp and others) means any delay can be interpreted as a lack of commitment or engagement.

The “busy bug” messages. Phrases like “I’m so busy,” “Giving 110 percent” or “Always on top of things” set a cultural expectation that being perpetually available and overloaded is a sign of dedication. This can make others feel guilty or inadequate for setting boundaries or taking breaks.

Status setting. Having a constant status of “available” on instant messaging platforms can signal an expectation of constant presence and readiness to respond, even outside core working hours. Conversely, being questioned for setting status to “away” or “do not disturb” can discourage employees from disconnecting.

Unclear Boundaries

Leaders who habitually send messages outside of work hours or praise those who respond quickly can unintentionally create an understanding that constant availability is expected. Unclear communication regarding when it’s acceptable to disconnect can make people fearful about missing out or being seen as less committed. 

Constant digital communication and unclear boundaries blur the line between work and personal life, which can lead to stress, anxiety and burnout. Over time, such a culture reduces productivity, creativity and overall well-being, and increases turnover and disengagement. Yes, workplace messages — both explicit and implicit — shape the expectation of constant availability. 

Recent research shows that employees who can switch off from work during off hours are considered more productive by company leaders. However, which workers are more often promoted? Those who are “always on.” 

This is an example of unconscious bias. Where does the bias come in? We all have biases based on experiences and expectations we grew up with, at work and at home. These biases are often unconscious, and they influence how we — leaders — view and interact with employees. They can affect how we hire, promote and make decisions, leading to unfair and non-inclusive treatment. 

Some unhelpful biases are inevitable, but that doesn’t mean we can’t challenge and overcome them. As a leader, it’s part of our job to do so. We need to challenge ourselves to have broader thinking. This broader, intentional thinking requires focused attention, consideration of new information, application of logic and conscious thinking. It’s like hitting the pause button on being “always on.” 

Pausing the ‘Always On’ Button

The first step in establishing a healthier — or not-always-on — work culture is to set and agree on clear communication expectations, including defined times for responses and agreements around after-hours communication.

Also:

• Role model healthy boundaries by taking uninterrupted time off, using out-of-office replies specifying expectations, and avoiding rewarding after-hours activity
• Designate certain days or hours as “no meeting” times to help create work opportunities and reinforce the importance of downtime
• Encourage and normalize breaks — lunchtime away from screens, exercise opportunities during the day, and regular time off without guilt
• Support flexible work arrangements in ways that protect boundaries, including clear handover processes and explicit permission to disconnect
• Implement well-being programs, including mental health resources, fitness initiatives, and workload management support
• Define what is truly urgent and communicate thresholds for after-hours engagement; avoid the trap of “everything is urgent” thinking
• Shape a positive workplace environment that celebrates achievements based on outcomes, not always-on activity or visible busyness. 

Be aware of the impact of your behavior and the culture you are creating. You’re a culture shaper.