The Silent Guilt

It’s 5:45 PM. The office is still buzzing—keyboards clatter, coffee machines hiss, and eyes flicker between Excel sheets and emails. But there’s one employee, who arrived earlier than most today—just like every other day. He was at his desk by 8:50 AM, coffee in hand, already deep into numbers before the rest had even logged in.

And yet, as the clock ticks closer to 6, he still hesitates. His bag is packed. His work is done. But something holds him back from walking out.

It’s not workload. It’s not deadlines. It’s not even traffic.

It’s something else.

It’s guilt. It’s perception. It’s fear.

The "Always-On" Employee

In every workplace, there’s usually that one person who never says no to work, rarely takes leaves, and is the last to leave—even if their task list was cleared hours ago. They are committed, reliable, and skeptical.

Skeptical of how they’ll be perceived if they leave on time.

Skeptical of judgment if they take a few days off.

Skeptical of whether they’re “doing enough,” even when they’re going above and beyond.

But why does this happen?

The Psychology Behind the Reluctance

1. Internalized Productivity Guilt

Employee may feel that productivity equals presence. If he leaves “too early,” he might fear being seen as less committed, even if his performance speaks otherwise. There's a belief that "if you're not seen working, you're not working.". 

2. Fear of Judgment

No one may say it out loud, but many feel the invisible eyes of coworkers or managers. "What if they think I’m not serious?" "What if they notice I left before others?" These questions loop silently, breeding self-doubt. Comments like "Aaj half day par ja rahey ho"

3. Cultural Conditioning

In many workplaces—especially in parts of Asia—long hours are glorified. Arriving early doesn’t earn as much credit as staying late. It subtly tells employees: sacrifice your personal time if you want to be taken seriously. Terms like "I sent the final email at 12:42 in the morning" are Wow Factors (even if they are auto scheduled shhhhhh.....you didn't hear that)

4. Imposter Syndrome

High performers often struggle with feeling like they’re not good enough. Despite consistent results, they fear being “found out” as inadequate. This insecurity drives them to overcompensate—by always being available, never taking leave, and pushing through burnout.

5. Lack of Role Models for Balance

When managers themselves never take leave or work long hours, it sets a precedent. Employees ldon’t see boundaries being respected, so they don't feel safe setting any either.

The Cost of Constant Vigilance

This story is not uncommon—but it comes with a cost.

Burnout: Prolonged self-denial of rest and balance leads to emotional, physical, and mental exhaustion.

Resentment: Over time, the very job he once loved might feel like a trap, breeding bitterness.

Invisible Performance: Ironically, his quiet over-performance might go unnoticed—because the "effort" is hidden, and the "presence" becomes the norm.

So, What Can We Do?

1. Normalize Boundaries: Leaders must model balance—leave on time, take planned leaves, and openly support others who do the same.

2. Value Output, Not Hours: Recognize results, not the number of hours someone spends at their desk.

3. Encourage Conversations: Create a safe space where people can talk about their fears without judgment.

4. Track Real Workloads: Sometimes, the ones who look the calmest are carrying the heaviest mental load. Managers should actively check in, not just when something goes wrong.

Final Thoughts

If you’re or know someone who is—remind yourself: discipline is admirable, but self-worth isn’t defined by your desk time. You are allowed to rest. You are allowed to leave on time. You are allowed to take that leave you've earned.

Let’s not mistake sacrifice for success. Because sometimes, leaving on time is the bravest thing you can.