The Founder’s Grind: Why 70-Hour Weeks Don’t Work for Everyone

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.