A reader writes:
I’m a newish manager at a small non-profit whose work site is overseas. I report to an international Executive Director and oversee a small office in the U.S. We’ve recently grown our U.S. team to address problems of overwork. The dominant culture on the team is to sacrifice to get work done, despite my attempts to help team members manage their workloads, address inefficiencies, model work-life balance, and encourage honest conversations about overload.
As an example, some team members routinely work during their vacations, even when