Survivor bias assumes a direct link between sacrifice and success, which risks creating rigid and unhealthy work cultures.

Meeting with young people in business can give a fresh perspective on an organisation’s culture. They bring new ideas and a clear view, often unclouded by the blind spots experience can create and their expectations for work are shaped by a completely different set of values and norms compared to previous generations. From seeking work/life balance to finding meaningful work, these evolving values can sometimes clash with the more traditional belief that success requires long hours, stress, and personal sacrifice. At a recent Young Person’s Alliance gathering, this tension was brought to light and named: survivor bias. 

Survivor bias happens when those who’ve faced tough paths to success believe that’s the only, or the best, way to achieve it. For example, many senior leaders in corporate environments, particularly women in male-dominated fields, often had to adopt intense work ethics and make personal sacrifices. Stories of working late into the night or juggling work while caring for sick kids are worn as badges of honour. 

This can lead to an expectation, conscious or not, that younger employees should follow the same path: that sacrifice builds resilience and proves commitment. “I’m actually really proud of the struggles I had, it taught me a lot and it’s made me who I am today. You miss out on that if everything comes easy”, remarked a senior leader.  

But is hardship the only way to show dedication? Or is this bias simply a product of individual survival stories? 

In conversations I’ve had with finance or law workers, this bias shows up as an “all or nothing” mentality. Leaders who built their careers on 80-hour weeks might see flexibility or work-life balance as a lack of commitment. For instance, a senior female executive who climbed the ranks through relentless hours said “We just got on with it, no one was holding my hand.” 

While this impacts both men and women, the pressure is often greater for young women trying to balance career and family. Survivor bias fosters a “suffer to succeed” culture, where personal sacrifice feels like a necessary step toward leadership. 

Survivor bias can also create a scepticism that can create a lack of generosity in the workplace as about resourcing good mental health opportunities such as counselling or other support and even stagnating salaries as leaders reflect on their own experiences. “I remember when I went through that in my life, I got through it ok, and I didn’t have nearly the same help as there is today”, said a senior not-for-profit leader. 

This mindset isn’t limited to the business sector. It’s seen in politics, sports, law, and even nursing. Serena Williams, for example, has spoken about the pressures she faced to prove her dedication to tennis after becoming a mother. Similarly, Julia Gillard’s time as Prime Minister is often framed as a testament to resilience, overlooking the intense sexism and personal costs she endured to succeed. 

The danger of survivor bias lies in how it normalises burnout and undervalues the priorities of today’s workforce, like mental health and diverse perspectives. It assumes a direct link between sacrifice and success, which risks creating rigid and unhealthy work cultures.

It looks to ‘survivors’ as the standards people should aspire to but the word survival itself represents the limited few who have overcome the odds at all costs. 

The first step to tackling survivor bias is awareness. By reflecting on how past struggles have shaped their expectations, leaders can start recognising this bias. Mentoring programs can also foster conversations across generations, allowing senior leaders to share their stories while understanding new ways of thinking about resilience and success. 

Many organisations already have flexible and inclusive policies like parental leave, but true change requires a shift in mindset. Leaders can redefine hard work to focus on efficiency and impact rather than hours worked. This sends a clear signal that organisations value healthier, more innovative approaches. 

As we engage with a new generation of professionals, especially young women, there’s an ethical responsibility to create paths that don’t equate suffering with commitment. By challenging survivor bias and embracing the values of today’s workforce, we can build cultures where resilience, fulfilment, and success go hand in hand. 

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