The ‘Infinite Workday’: Not New, But Definitely a Problem

​Remote work has undeniably transformed how we collaborate, but success requires more than good tools and clear processes. To understand how to tap into what motivates us as humans, we can look to self-determination theory (SDT), a framework developed by American psychologists Edward Deci and Richard Ryan in the 1980s.

 

By now, you’ve probably heard the phrase “infinite workday”. It’s that blurry reality where work begins the moment you check your phone at 6:14 a.m. and doesn’t really end… even after dinner, dishes, and that “quick email” you should probably ignore. It’s less of a schedule and more of a lifestyle. Like CrossFit, but with more Zoom, fewer squats, and a negative effect on your well-being.

 

If some of you are thinking you’ve been doing this for years, you’re correct. The infinite workday isn’t new. It’s been quietly growing since remote work began. What’s changed is its intensity and the toll it’s taking on people. We’re now paying attention to how it’s eating into our time, focus, and overall health.

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While some employers still worry remote workers are lounging in pajamas watching Netflix, the data paints a very different picture. Microsoft’s 2025 Work Trend Index shows remote workers now face an average of 275 interruptions a day, to include emails, pings, chats, meetings, and those “quick questions” that turn into 45-minute detours. That’s one ping, email, or alert every two minutes… all day long. To stay on top of it, people are logging on earlier, working through lunch, and signing off later. Not out of laziness, but because it’s the only way to get anything done.

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So now the bigger problem isn’t a lack of productivity, it’s overwork. Employees are skipping breaks, multitasking through family time, and always “just checking in.” A recent GAO report supports this, calling five-day office mandates “outdated” and highlighting how well-designed remote work can increase productivity, reduce costs, and improve retention.

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The real question now isn’t can remote work work, because it already does. The question is: how do we make remote work sustainable?

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The answer lies in how we manage work, not where it happens. That means rethinking meetings, setting (and honoring) boundaries, and giving people permission to disconnect without guilt. It also means equipping managers to lead with empathy and clarity rather than control. Flexibility shouldn’t mean invisibility. Remote workers still want to be seen, supported, included, and occasionally invited to happy hour, even if it’s virtual.

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The “infinite workday” might not be a new crisis, but it’s one we can’t afford to ignore. If we want remote work to thrive long-term, we need to draw a clearer line between work and life and stick to it. Because flexibility was never supposed to mean always on.

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