This chapter opens with a study comparing a control group to a group trained in a workplace technique called STAR (Support, Transform, Achieve, Results). The group using STAR not only reported less burnout but also had lower turnover rates, while working the same amount of hours as the control group. STAR focuses on increasing work satisfaction and prioritizing tasks to minimize overwhelm. The chapter then explores why interventions like STAR aren't more widely adopted, despite their success. The first reason is that many men in the workforce often equate intense work ethic and extreme ambition with a kind of pure, unencumbered devotion to their job. However, the author argues that this devotion is over-performative, meant more to showcase self-sacrifice and machismo regarding their willingness to work long hours and commitment to the company, rather than actual effectiveness or efficiency. Additionally, many men report feeling burnt-out and missing their children under these expectations. The long-hours work culture also makes it more difficult for mothers to break into industries. It is hard to combat this "always-on" culture because it is often upheld by male executives and CEOs who live by the outdated breadwinner-homemaker structure, which allows them to work long hours without worrying about childcare. The chapter closes on a positive note: Although previously unthinkable, the pandemic forced many companies to rethink their work schedules, leading to more flexible remote work arrangements and even an increase in productivity.