The desire for employees who consistently "go above and beyond" is deeply ingrained in the modern workplace. This discretionary effort—the voluntary contribution of time, energy, and commitment beyond minimum job requirements—is the engine of innovation, customer excellence, and organisational resilience. However, for a business to reap the rewards of this goodwill, it must fundamentally recognise and support the people who provide it, rather than simply relying on their inherent generosity. The persistent demand for this level of performance without adequate support can lead to burnout, disillusionment, and disengagement. Going the extra mile requires immense psychological capital, and it is time for organisations to recognise that this effort is a gift, not an obligation, that must be nurtured and protected.
The Burden of Discretionary Effort
Psychologically, consistently going above and beyond drains an employee’s emotional and cognitive reserves. The energy and passion required to exceed expectations are finite. Too often, when daily operations are under pressure, the temptation is to lean on employees' willingness to work harder, smarter, and longer. When high demands are coupled with low resources and a lack of support, discretionary effort shifts from being an act of engagement to a sign of a broken system.
Burnout and Exploitation. Employees who frequently go the extra mile often take on greater workloads without corresponding increases in compensation, resources, or recognition. This can lead to a feeling of being exploited, resulting in cynicism and ultimately, disengagement.
Erosion of Trust. When employees observe that their extra efforts are taken for granted or that systemic failures require them to compensate constantly, the foundational trust in the organisation and its leadership begins to erode.
The Psychological Toll. This sustained high level of effort without recovery time undermines well-being, leading to chronic stress, reduced job satisfaction, and a higher risk of mental health issues.
When structures are flawed or support systems fail, even the most dedicated individuals can be overwhelmed. Such systemic failures force employees to repeatedly "fill the gaps" just to maintain a basic level of service, making true discretionary effort for innovation virtually impossible. The real responsibility lies with the organisation to ensure the daily working conditions—the bedrock of the business—are fundamentally sound.
Creating a Culture That Inspires, Not Just Demands
To authentically inspire discretionary effort, organisations must move beyond superficial perks and invest in the psychological and structural well-being of their people. This shifts the focus from demanding extra effort to creating a safe environment where people choose to contribute it.
Prioritise Psychological Safety and Support
A culture of high performance must be built on a foundation of trust and safety.
Transparency and Open Communication. Leaders must be honest about organisational challenges and clearly articulate the why behind the work. This connects employee effort to a meaningful mission, which is a powerful psychological motivator.
Foster Compassionate Leadership. Managers should be trained to lead with empathy, recognising the individual struggles of their team members. Prosocial leaders who give credit and take responsibility inspire greater effort and loyalty.
Invest in Wellbeing. Provide robust mental and physical health resources and, crucially, encourage and model work-life balance. Discretionary effort must be matched with discretionary rest and recovery time.
Provide the Necessary Resources and Clarity
Employees cannot go "above and beyond" if they are struggling to meet the minimum.
Remove Roadblocks. Actively ask employees about the barriers hindering their work and empower them with the right tools, technology, and streamlined processes. Inefficient systems are a major source of stress and wasted effort.
Clear Expectations and Fair Compensation. Define what "success" looks like and ensure workloads are achievable. The exchange must feel fair: discretionary effort should be matched by competitive pay and meaningful non-monetary rewards, such as additional development opportunities or time off.
Recognise, Reward, and Develop
Recognition reinforces the behavior you want to see and validates the employee's choice to contribute more.
Meaningful Recognition. Go beyond generic awards. Recognition should be specific, timely, and tied to the organisation's values. Publicly praising an employee for volunteering on a complex side project, for instance, affirms that their initiative is valued.
Focus on Strengths and Growth. Align assignments with employee strengths and provide consistent development and growth opportunities. Employees are motivated to give extra effort when they see their commitment leading to personal and professional advancement.
By structurally supporting their people, organisations cultivate an environment where going the extra mile is a choice made from a place of engagement and empowerment, not a necessity driven by systemic failure or fear of letting people down. Organisations can then move away from exploiting employee goodwill and instead build a resilient and engaged workforce.