Recent statements by prominent business leaders about working 70-90 hours per week have sparked strong reactions. While I believe these founders and senior leaders genuinely see this workload as normal, they miss a crucial point: working for oneself and one’s dream is vastly different from working for someone else’s.

Founders and senior leaders reap the long-term rewards of their intense efforts. They own the business or have compensation packages that grant them a share of the value they create. This motivates them to go above and beyond.

However, most companies lack compensation structures that incentivize and reward employees for their long-term contributions. This misalignment is key. Junior colleagues simply don’t have the same ownership or financial upside. Asking them to consistently work 70-90 hours is unreasonable and unsustainable.

Interestingly, I’ve observed a shift when employees who once resisted long hours become founders or co-founders themselves. Suddenly, 80-90 hour weeks become the norm. Why? Because the game has changed. They now have a direct stake in the company’s success.

This highlights the need for companies to rethink their compensation models. By offering employees a greater share in the value they create – through equity, profit-sharing, or other long-term incentives – businesses can foster a culture of shared ownership and commitment.