Workaholics Anonymous began in the 1990s, but their founding belief still rings true: “No matter how much work I did, it was never enough.” That isn’t just personal—it’s cultural. We are addicted to action. Not just to work, but to the idea that motion equals value. We’ve built systems, incentives, and entire careers around output, visibility, and nonstop hustle. And we’ve confused productivity with progress.
This mindset is so deeply ingrained that even with AI promising a 15-hour workweek, we’re unlikely to slow down. Why? Because action gives us the illusion of control. It shields us from insecurity and fills the silence where worth should be. Until we’re willing to challenge the belief that doing more means being more, the tools won’t matter. The real transformation isn’t technological—it’s psychological. The future of work will be defined not by what AI can do, but by what we are willing to stop doing.
Meanwhile, Elon Musk’s $110 billion merger between X and xAI defied every Wall Street convention—and that wasn’t an accident. Musk has built a culture around speed, conviction, and rule-breaking. The real question isn’t whether the deal is legal. It’s whether the culture that enabled it can sustain the organization long-term. When leaders blur the lines between vision and personal empire-building, employees follow suit—often at the expense of governance, clarity, and accountability.
And in a very different kind of culture moment, Primark’s CEO resigned after alleged misconduct in a social setting. The lesson? Culture doesn’t end at the office door. It’s always on. If leaders want a culture of accountability, they have to live it—especially when no one’s officially watching. Because what you tolerate off the record becomes the real record.
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