By: Adam Stamm, co owner, Online DISC Profile Online DISC Profile survey of almost 1,400 people highlights global tension between perfectionism, long hours and the growing demand for fair work– life balance – with personality insights offering a way forward for leaders. A new global survey by Online DISC Profile of nearly 1,400 people reveals that 60% of respondents are likely or very likely to work late – often unpaid – even though most say life, not work, should come first. The research suggests that while “workaholic” behaviours remain common, many employees are increasingly willing to vote with their feet when balance tips too far in favour of the job. In the study, 60% of people said they were likely or very likely to work late without additional pay, despite 62% believing that life should come before work. At the same time, an overwhelming 82% reported they are likely or very likely to strive for perfection at work, while 38% still believe work should come first. Workaholics, clock watchers and the culture question These attitudes mean a large share of the workforce fits into what we tend to call the “workaholic” trope – people who work long hours and consistently prioritise their job above everything else. Yet the survey also reveals a more hopeful picture: nearly half (48%) said they would be likely or very likely to leave a job if the work–life balance was not fair, a higher proportion than those who believe work should come first. Alongside “workaholics”, the familiar figure of the “clock watcher” is still present – employees who are likely to work only their assigned hours. Both tropes appear in many workplaces, but some of these patterns are strongly influenced by national and cultural norms around work. What global work cultures reveal To deepen the survey insights, Online DISC Profile examined how different countries are commonly perceived in terms of work attitudes. For example, Japanese workers are often associated with the “workaholic” trope, in a culture known for its respect for hierarchy, punctuality, long working hours and group oriented decision making. By contrast, Finland consistently ranks highly for work–life balance and has topped the list of the happiest countries in the world for nine consecutive years, including 2026. Meanwhile, workers in the USA, Brazil, Australia and Ireland are reported to work the longest average days, exceeding the OECD average of 36 hours per week. Beyond stereotypes: why labels are not enough While these cultural and behavioural tropes exist, whether nationally or within organisations, it is crucial not to stereotype individuals based on them. Businesses need the ability to identify and understand the real differences playing out in their own workplaces – and to manage those differences effectively rather than relying on assumptions. One way to do this is by understanding a person’s perceived personality type, whether via tools such as Myers Briggs or DISC. These frameworks do not reduce people to labels; instead, they offer leaders language and data to adapt their approach to different needs and styles. Personality needs behind “workaholics” and “clock watchers” From my perspective as co owner of Online DISC Profile, it is not yet evident that DISC personality styles directly map onto familiar workplace tropes such as “workaholic” or “clock watcher”. However, each DISC style has measurable psychological needs that can predispose people towards certain behaviours, and that knowledge can be invaluable for leaders trying to support their teams. Take S types as an example: they have a strong need for stability, and it is possible they may fall into “workaholic” mode in order to maintain economic or psychological security. It is also possible they may be seen as “clock watchers” because of their systematic thinking and preference for working within clear systems, which feeds their need for stability and predictability; others might label this as clock watching, when in reality they see themselves as simply following the rules. Cultural awareness as a leadership skill Global organisations often bring together employees from many cultural backgrounds, each with different expectations of work, hierarchy, time and balance. That diversity can be a major asset, but only if leaders are equipped to understand and respond to it deliberately rather than leaving it to chance. As Michele Haugh from EarlyHR Solutions and EarlyEngage points out, cultural awareness does not just appear on its own; it has to be taught, modelled and discussed consistently. When leaders start learning about the cultural rhythms that matter to their people, it shifts conversations from assumption to curiosity and shows up in simple but powerful gestures such as acknowledging a holiday, offering schedule flexibility or asking how someone celebrates an important day. What this means for leaders The combined picture from our survey and additional research into workplace attitudes around the world is clear: many employees still work like “workaholics”, but almost as many are ready to walk away when balance is not right. Leaders who want to build sustainable, high performing teams need to understand both the cultural context and the individual personality needs that sit behind the labels. A full breakdown of the survey findings and our research into global workplace attitudes – including practical guidance for managers on supporting different working styles and perspectives – is available now on the Online DISC Profile blog. My hope is that these insights will encourage leaders to move beyond stereotypes and use personality understanding as a practical tool to create fairer, more effective workplaces for everyone.
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