Earlier in my career, a global tech company asked me to develop a sales training program. I interviewed a high-performing sales manager who shared her manipulative onboarding plan: encouraging new hires to buy expensive cars, saddling them with substantial monthly payments to drive aggressive sales.
Sadly, this is not an isolated incident from a bygone era. Earlier this month, Leo Lukenas III, a 35-year-old former Green Beret, was pursuing his dream at Bank of America's investment banking division. Leo's military discipline translated into a willingness to power through 100-hour weeks and routine all-nighters. Despite his hunger to achieve, Leo recognized the personal tolls and confided to a recruiter about leaving due to the punishing hours and lack of work-life balance.
Tragically, on May 2, 2024, Leo passed away from an acute coronary artery blood clot.[1] While no definitive links between stress and death can ever be proven for an individual case, reputable studies have shown significantly elevated risks of heart attacks and other cardiovascular events for those experiencing extreme workplace stress and burnout conditions akin to Leo's final months.[2]
Managers often rely on threats, bribes, and sacrifice to boost short-term productivity:
Even well-intentioned managers can unknowingly perpetuate toxic motivation. Awareness is key to creating healthier, more supportive environments.
Do incentives drive performance? Can the fear of public shame motivate workers? Does the promise of public congratulations from the big boss encourage employees to burn the midnight oil? Of course these things drive performance. Toxic motivation techniques are the workplace equivalent of performance-enhancing drugs.
Steroids helped the East German Olympic team dominate in the 1970s and 80s. But it came with a terrible loss. Many of those athletes later suffered from heart problems, infertility, and psychological trauma.[3] The country's medal count soared, but the health of the individuals plummeted. It was a tragic trade-off, with athletes pressured to sacrifice their well-being for the glory of the nation.
The cost of toxic motivation is also staggering:
A large recent study found that managerial support can significantly buffer the negative effects of job stress on mental well-being.[7] The more supported workers felt, the less job stress harmed their mental health, highlighting the crucial role managers play in mitigating the adverse effects of job stress on employees' well-being.
Managers can provide support by:
When employees feel their managers genuinely care about their well-being and support their professional growth, it can significantly reduce the negative impact of job stress. By creating a psychologically safe culture where employees feel comfortable seeking support without fear of stigma or negative consequences, managers can foster a work environment that promotes mental health and resilience.
Companies like Patagonia, known for prioritizing employee wellbeing, achieve sustainable high performance while enjoying industry-leading retention and consistent profitability. Their success demonstrates the tangible benefits of investing in managerial support and employee mental health.
The choice is clear: Companies can continue to chase short-term gains with toxic motivation, slowly poisoning their own wells, or they can invest in creating healthy, supportive environments where employees can thrive in the long term.
Managers must replace destructive tactics with a culture of empowerment, purpose, and genuine care for employees' health. For more strategies and solutions on creating a thriving workplace, explore the resources available on this blog and beyond.
Employees, remember that you are not alone in this struggle. Speak up, support one another, and collectively demand change. Utilize resources such as the Job Stress Network and the National Institute for Occupational Safety and Health to learn more about your rights and strategies for creating a more supportive work environment.
Together, we can detoxify our workplaces and create a future where success is measured not just in short-term gains but in the long-term well-being of every worker.
Leo Lukenas' tragic death is a wake-up call we can't ignore. Let's honor his story by building a world where no one has to sacrifice their life for their livelihood.
The change starts now, with us.
References
1. Vinn, M. (2024, May 15). Exclusive: Bank of America banker who died had sought to leave, citing long hours, recruiter says. Reuters. https://www.reuters.com/business/finance/bank-america-banker-who-died-had-sought-leave-citing-long-hours-recruiter-says-2024-05-15/
2. Lavigne-Robichaud, M., Trudel, X., Talbot, D., Milot, A., Gilbert-Ouimet, M., Vézina, M., Laurin, D., Dionne, C. E., Pearce, N., Dagenais, G. R., & Brisson, C. (2023). Psychosocial stressors at work and coronary heart disease risk in men and women: 18-year prospective cohort study of combined exposures. Circulation: Cardiovascular Quality and Outcomes, 16(10), e009700. https://doi.org/10.1161/CIRCOUTCOMES.122.009700
3. Macauley, D. (2007). Doping in sport—a warning from history. British Medical Journal, 335(7620), 618. https://doi.org/10.1136/bmj.39343.402766.68
4. Burke, R. J. (2002). Work stress and women's health: Occupational status effects. Journal of Business Ethics, 37(1), 91-102.
5. American Psychological Association. (2022). Stress in America 2022: Concerned for the future, beset by inflation.https://www.apa.org/news/press/releases/stress/2022/stressed-nation
6. Brassey, J., Coe, E., Dewhurst, M., Enomoto, K., Giarola, R., Herbig, B., & Jeffery, B. (2022). Addressing employee burnout: Are you solving the right problem? McKinsey Health Institute.https://www.mckinsey.com/mhi/our-insights/addressing-employee-burnout-are-you-solving-the-right-problem
7. Mensah, A. (2021). Job stress and mental well-being among working men and women in Europe: The mediating role of social support. International Journal of Environmental Research and Public Health, 18(5), 2494. https://doi.org/10.3390/ijerph18052494
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