America’s obsession with productivity has reached a breaking point. For decades, the country has grappled with an unrelenting work culture, one where long hours and burnout are often celebrated as badges of honor. Now, with the rise of artificial intelligence (AI), these issues are becoming more pronounced. Instead of delivering on its promise to lighten workloads and create work-life balance, AI is being used to demand even more from employees, intensifying a toxic dynamic.
At the heart of this growing crisis is a dangerous misconception: that AI is a solution for efficiency at any cost. Yet the costs, as they become clearer, are proving to be far too high for workers to bear.
AI has been hailed as the ultimate tool for productivity. Capable of processing vast amounts of data and automating repetitive tasks, its potential to revolutionize industries is undeniable. But rather than using these capabilities to alleviate workloads, many companies are deploying AI to monitor employees, track every keystroke, and enforce unrealistic performance standards.
This misuse of AI was exemplified in the recent case of Greptile, where statements of working 84-hour weeks in the name of staying competitive were reported. Management justified the grueling hours as essential for success in an AI-driven marketplace, but the reality is far more troubling. Greptile’s practices are emblematic of a broader trend: the weaponization of AI to push workers to their breaking point.
The fallout from this culture is impossible to ignore. Burnout, mental health crises, and even physical ailments are on the rise as employees struggle to meet unrelenting demands. The World Health Organization has identified overwork as a significant health risk, linking it to a 35% higher risk of stroke and a 17% increased risk of heart disease. Yet these statistics have done little to deter companies from doubling down on practices that prioritize productivity over people.
Moreover, the impacts of toxic work culture extend beyond individuals. High turnover rates, decreased morale, and long-term inefficiencies plague organizations that fail to address these issues. Companies might enjoy short-term gains from overworking employees, but the long-term consequences often outweigh any perceived benefits.
George Kailas, CEO of Prospero.ai, has been vocal about the pitfalls of AI in the workplace. His critique sheds light on the underlying issue: it’s not AI itself that’s the problem, but how it’s being deployed.
“They love to tell you that AI will free up your time, but if you look around, that’s not what’s happening,” Kailas notes. “AI doesn’t sleep, and now companies are starting to expect people to follow suit. If you don’t, you’re gone. Just look at the Greptile story — 84-hour work weeks being framed as ‘necessary’ to stay competitive. It’s no coincidence this is happening alongside the rise of AI.”
Kailas also highlights a critical flaw in leadership’s approach to AI: “Being available 24/7 is not a competitive edge; it’s exploitation dressed up as ambition. The same leaders who told us remote work was inefficient are now preaching ‘maximum effort’ while using AI to track that effort. If companies were honest, they’d admit this isn’t about performance — it’s about control.”
The misuse of AI in the workplace is a choice, not an inevitability. While some companies have leaned into exploitative practices, others are proving that it’s possible to use technology in a way that benefits both employers and employees.
Forward-thinking organizations are adopting policies that set clear boundaries, such as enforcing off-hours and using AI to reduce workloads rather than increase them. These companies recognize that sustainability isn’t just good for workers—it’s good for business. Lower turnover rates, improved employee satisfaction, and increased innovation are just a few of the benefits that come from prioritizing people over profits.
At its core, the issue of toxic work culture in the age of AI is a leadership problem. Companies must decide whether they will use AI to empower their workforce or exploit it. Leaders who prioritize control and short-term gains risk not only their employees’ well-being but also the long-term success of their organizations.
As Kailas puts it, “Leaders need to be brave enough to batch notifications, enforce actual off-hours, and resist the urge to chase every efficiency AI promises. If not, we’ll all be working the hours AI can, not the hours we should.”
The future of work is still being written, but the choices leaders make today will determine whether AI becomes a force for good or a tool for exploitation. It’s time for companies to step up, embrace ethical practices, and fulfill AI’s promise as a liberator, not an oppressor.
