Overwork From Unclear Expectations: What It Looks Like
You might be working longer and harder than you need to, not because the work itself is too much, but because no one has told you what "enough" actually looks like. When expectations are unclear, the only safe thing to do is keep going.
On this page
Why vague goals make you work more
Imagine you are given a task and told to "do your best." Your best could mean three hours of focused effort. It could also mean twelve hours of polishing, checking, and redoing. Without a clear finish line, you have no way to know when you are done. So you keep going.
This is common in jobs where success is measured in fuzzy terms: "be proactive," "show leadership," "improve customer satisfaction." These are not goals. They are directions. And directions without a destination mean you walk until you are exhausted.
When you cannot point to a clear standard for what is good enough, you may start setting your own. And you are likely to set it too high. You might think, "If I just do more, someone will tell me to stop." But often no one does.
Shifting priorities keep you off balance
A goal that changes every week is as hard to reach as a target that moves. You finish a piece of work, and the priority has shifted. You start something new, and it shifts again. Nothing you complete ever feels finished, because the ground keeps moving under you.
This is especially draining when you are the person who has to absorb the changes. A manager might say, "We need to focus on this now," without acknowledging that the last thing you dropped was half done. You are left holding the loose ends.
Over time, you stop trusting that any effort will count. So you do more, to cover all possible directions. You work on everything at once, hoping you will not be caught off guard when the priority changes again. That is a fast route to exhaustion.
No downtime means no recovery
When expectations are unclear, you may feel you cannot afford to stop. If you take a break, someone might notice you are not working. If you say no to a request, you might look uncommitted. So you keep your head down and keep going.
But human beings need rest. Not just sleep, but real pauses where your brain is not thinking about work. Without those pauses, your nervous system stays in a low-level state of alert. That is what people mean when they say they are tired but cannot switch off.
A taxi driver in Toronto told me he used to keep his phone on during his breaks, checking messages from the dispatch system. He thought he was being responsible. What he was actually doing was never letting his mind rest. The breaks did not help because they were not real breaks.
How it can look in different settings
This pattern shows up in many workplaces, but it can look different depending on your situation.
In a pharmacy, for example, a pharmacist who moved from Cairo to Riyadh might be told to "keep things running smoothly." That could mean anything from managing stock to handling patient questions to covering for absent staff. Without a clear list of what is expected, she might try to do all of it, every day, and still worry she is missing something.
In a refugee family in Berlin, a parent working a new job in a new language might not understand what their manager actually wants. They might smile and nod, then go home and work late into the night trying to guess. The fear of being seen as incompetent is a powerful driver of overwork.
What to watch for in yourself
You might be in this situation if you notice any of these:
- You often ask yourself, "Is this good enough?" and cannot answer
- You redo work that was already approved, just to be safe
- You feel guilty when you are not working, even during evenings or weekends
- You find it hard to explain what success looks like in your role
- You say yes to extra work because you are not sure what your actual job is
If any of these feel familiar, it is worth paying attention. The problem is not that you are lazy or anxious. The problem is that you are trying to hit a target you cannot see.
What you can try
You cannot always change how your workplace sets expectations. But you can change how you respond.
Start by asking for clarity. This can feel risky, especially if you worry about looking incompetent. But a simple question like "Can you tell me what done looks like for this piece of work?" is reasonable. So is "What would be a good outcome here?" You are not asking for permission to do less. You are asking for a definition of enough.
If the priority shifts, ask what that means for the work you already did. "Should I set aside what I was working on, or finish it first?" That question puts the responsibility for the shift on the person who made it, not on you.
Set your own boundaries around time. Decide in advance when you will stop working. When that time comes, stop. If the work is not finished, that is information for your manager, not a failure on your part.
Talk to someone. A colleague who understands your role might help you see what is actually expected. A therapist can help you sort out whether the overwork is driven by the job, by your own standards, or by both. You can find therapists through your GP, local services, community or faith support, or through directories like the professionals directory on Therapy O'Clock.
When it becomes burnout
Overwork from unclear expectations does not always lead to burnout, but it often does. If you are working long hours, never feeling finished, and never resting, your body and mind will eventually run down. The Common Signs of Work Burnout: How to Recognise It page can help you tell the difference between ordinary tiredness and something more serious.
If you recognise that the problem is not just unclear goals but a workplace that rewards overwork and punishes rest, the page on Burnout From Toxic Workplace Culture: What It Does to You goes deeper into what that looks like and what you can do.
And if you are unsure whether your experience is normal or not, the Main Causes of Work Burnout: What Really Drives It page lists the common patterns. Unclear expectations and shifting priorities are among them.
Questions people ask
How do I know if my workload is too much or if I am just not managing well?
A good test is whether you can describe what good performance looks like in your role. If you cannot, the problem is probably the expectation, not your ability. If you can, and you are still struggling, it may be about capacity.
What if my manager says "just use your judgment"?
That is not clarity. Ask for examples. Say, "Can you give me an example of when someone used good judgment on this?" or "What would a bad outcome look like?" Concrete examples are more useful than general advice.
I am afraid to ask for clarity because I might look stupid. What should I do?
Frame it as wanting to do good work. "I want to make sure I deliver what you need. Could you help me understand what success looks like here?" That is a sign of professionalism, not weakness.
My priorities change every day. How can I plan anything?
You cannot plan in the usual way. Instead, check in briefly at the start of each day. Ask, "What is the one thing you need from me today?" Focus on that. Let the rest wait.
Is this the same as having a bad manager?
Not always. Some managers are unclear because they are disorganised, not because they are bad. But if the lack of clarity is part of a pattern of disrespect or overwork, it may be a toxic workplace.
Can I set boundaries without getting in trouble?
Yes, if you set them around your own behaviour, not other people's. "I will stop work at 6pm" is a boundary. "You cannot email me after 6pm" is a demand. Start with the first.
What if I am the manager and I realise I am doing this to my team?
That is a good realisation. Start by giving your team concrete goals. Instead of "do your best," say "finish these three reports by Friday." Ask them what they need from you to do their work well.
How is this different from perfectionism?
Perfectionism comes from inside you. Unclear expectations come from outside. They can feed each other, but they are not the same. You can be a perfectionist in a clear role, and you can be relaxed in a vague one.
I work from home and my manager never sees me. Does that make it worse?
It can. Without visible cues of progress, you may feel you need to overcompensate. Try to schedule regular check-ins where you agree on what is done and what comes next.
What if I am self-employed?
You are your own manager. The same problem applies. Set your own clear goals for each project. Decide what "done" means before you start. Stop when you reach it.
Can therapy help with this?
It can help you understand why you keep working past the point of exhaustion, and whether that is driven by fear, habit, or a real need. A therapist can also help you practise asking for what you need at work.
What if I try to set boundaries and nothing changes?
That is useful information. It tells you the problem is not your behaviour, but the environment. At that point, you may need to consider whether the job is sustainable for you.