Discipline vs. Comfort: A Leader’s Dilemma in Modern Work Culture

Over the years, I’ve realized that my approach to work has often been seen as unusual — sometimes even extreme. For some colleagues, the idea of starting at 7 a.m. or still working at 8 p.m. seemed insane. To them, I must have looked like someone who didn’t “get it.”

But my beliefs haven’t really changed. I want to be the best in whatever I do. I want to be first. For me, work is not just a job — it’s the result I put my name on, the outcome clients will judge, and the reflection of who I am. If I represent myself, I want to show my very best.

Years ago, I read Brian Tracy’s advice: be the first to arrive and the last to leave. Today, that sounds “toxic,” because modern culture insists on balance and warns against doing more than required. But here’s how I see it: if I want to enjoy my coffee, I’ll come 15 minutes earlier so I can still start work on time. If something isn’t finished, I’ll stay longer. That’s not about unpaid overtime – it’s about responsibility. I know I’ve wasted some moments during the day, and I feel accountable to make up for them.

To me, excellence is not an act but a habit. It’s not about one achievement — it’s about repeated effort, consistency, and mindset. Most people believe it’s about talent. I believe it’s about deliberate work, day after day. Even when no one is watching.

Discipline, rather than motivation, has always been my driving force. I never needed someone else to inspire me or explain why I should do something. I always knew that answer before the question even came up. Work is my tool for self-realization. If Nietzsche had asked, “What’s the point?” he would never have written his books. If Viktor Frankl hadn’t found meaning, he would not have survived to write Man’s Search for Meaning. Watching Netflix is not the purpose of life.

I’ve borrowed Ray Dalio’s words into our company culture:

“An organization is a machine consisting of culture and people. These two elements interact to create results, which show the effectiveness of the entire organization.”

And another Dalio reminder:

“Work is (1) an activity to earn the life you want, or (2) something you do to fulfill your mission.”

That’s how I’ve always seen it. Which is why once, I even admitted publicly: “I don’t like working with people.” Not because people are bad, but because I’ve always felt you shouldn’t need to convince someone to work or to find meaning in what they do. Everyone should already come with that spark inside.

Of course, in today’s culture, this thinking sounds outdated, even toxic. LinkedIn is full of voices saying that only “dinosaurs” believe in working harder, longer, and more. Balance is the new ideal. I get that — but I also notice that many leaders I meet in training sessions still think the same way, even if they don’t dare say it out loud.

So I ask myself: with this mindset, would I be considered a good employee today – or a toxic one? After all, I work more instead of chasing balance. Others might feel uncomfortable around me, asking, “Why does he work so much?” Or lecturing me: “It’s not about working harder, but smarter.”

As a leader, I know this way of thinking can create tension. And yet, I can’t shake the question:

👉 How do we reconcile this pursuit of excellence, discipline, and responsibility with today’s reality of four-hour workweeks, “learning instead of working,” and a culture where leaders are expected to pamper employees?