Rethinking Productivity: Why Busy Is Not Better in Government Work

The New Work-Life Balance: Why ‘Doing It All’ Is Secretly Burning You Out

The modern workplace culture often glorifies constant availability, equating it with dedication and ambition. In municipal government, this can manifest in an expectation to respond to emails late at night, attend evening council meetings, and remain reachable during weekends. While this hyper-connectivity might seem like an efficient way to manage public service demands, it actually deteriorates cognitive function and emotional well-being over time. Studies show that prolonged exposure to digital devices outside of work hours can lead to increased stress, disrupted sleep, and decreased job satisfaction¹.

For public sector professionals, especially those in leadership or frontline roles, the pressure to be perpetually accessible often results in what researchers describe as "availability creep" - a gradual shift in boundaries that erodes personal time². Without clear limits, employees find themselves reacting to crises instead of planning strategically. This reactive posture not only leads to burnout but also compromises the quality of public service delivery. Establishing defined hours for communication and encouraging organizational respect for personal time are crucial steps toward reversing this unsustainable trend.

The Consequences of the Hustle Mentality

The societal narrative around productivity promotes the idea that being busy equates to being valuable. In municipal work environments, where performance is often measured by output and responsiveness, this mentality can quickly spiral into chronic overwork. The American Psychological Association has linked such patterns to heightened risks of anxiety, depression, and even cardiovascular disease³. When employees internalize the belief that rest is a luxury, not a necessity, they begin to sacrifice their physical and mental health in pursuit of approval or advancement.

Teams that operate under constant pressure tend to experience higher turnover, lower morale, and reduced innovation. Employees who are burned out are less likely to propose creative solutions, engage in collaborative problem-solving, or maintain positive relationships with the public and colleagues. In municipal departments, where collaboration and long-term planning are integral, this can lead to inefficiencies and service gaps. Shifting the culture to value rest as a strategic resource, not a sign of weakness, is essential for sustainable performance.

Setting Boundaries That Work

Practical boundary-setting begins with clarity and consistency. Municipal leaders must model healthy practices by limiting after-hours communications, taking earned leave, and encouraging their teams to do the same. One effective strategy is implementing team charters or communication agreements that outline when and how staff are expected to be available. For example, the City of Minneapolis adopted a “Right to Disconnect” policy that discourages non-emergency communication outside of regular work hours⁴. These policies can reinforce a culture of respect and help normalize balance.

Individuals can also take ownership by establishing rituals that signal the start and end of the workday, particularly in hybrid or remote roles. This might inclu