US startups are flirting with the 996 work model. It’s a terrible idea

As some companies experiment with four-day work weeks, some US tech firms are reportedly taking a page from China’s book, by adopting the extreme 996 working model.

The 996 schedule means working 12 hours a day for six days a week. Often praised as a “hustle strategy” that drives rapid growth and innovation, it’s also attracted controversy for leading to extreme burnout. First popularised in China’s tech and internet industries, the model has since caught on in some growth-hungry US companies.

On this side of the pond, though, it’s unlikely to stick. Our Right to Switch Off (RTSO) survey shows that UK founders lean towards boundaries and work-life balance, not extreme hours.

So what lessons, if any, should small-team founders take from the 996 movement?

What is the 996 – and why is it trending in the US?

The 996 model requires employees to work from 9am to 9pm for six days a week, adding up to 72 hours in total. The schedule was popularised in China’s tech and internet sectors, quickly becoming the industry norm over there. 

Despite being declared illegal by China’s Supreme Court in 2021, the approach has also spread to Silicon Valley’s tech and AI startups. Staffing and recruitment entrepreneur Adrian Kinnersley told Wired that 996 is becoming “increasingly common”.

Some companies are even using it as a filter in the hiring process. “We have multiple clients where a prerequisite before interviews is whether candidates are willing to work 996,” said Kinnersley.

One example of a firm that’s apparently adopted a 996 model is the AI startup Rilla. Wired reports that the company’s job listings openly demand more than 70 hours a week, warning applicants not to apply unless they are “excited” by the schedule.

Startup culture is often closely associated with hustle culture; a recent workplace phenomenon characterised by glorifying constant busyness, long working hours, and the relentless pursuit of success.

Productivity and achievement can be positive. But hustle culture can be detrimental when it encourages unsustainable practices, and neglects the importance of rest and recharge.

This is why the 996 has attracted considerable backlash. Critics highlight its links with burnout, health issues, and even worker deaths. And, as Kinnersley points out, the model seems “wildly noncompliant” with US labour laws, raising doubts about its legality as well as its ethics.

Why 996 is a toxic trap for startups

The criticism of 996 centres on its damaging impact on employee health. Such long hours are closely linked to burnout, as well as serious mental and physical health issues.

But the risks don’t stop there. Extreme schedules can also hurt business performance since tired employees make more mistakes, take longer to recover, and morale drops, leading to higher staff turnover. For small teams, losing just one person can seriously stall growth. In this way, adopting 996 with the goal of expansion can end up backfiring.

UK founders seem to already recognise this. In our survey of more than 500 business leaders, over 90% supported the government’s proposed RTSO laws, which would give employees the right to disconnect from work communications outside their contracted hours.

Unlike their US and Chinese counterparts, most UK and European founders don’t fall into the trap of overworking. Instead, they recognise that real growth is possible while also protecting employee health and wellbeing by adopting sustainable working practices.

What founders should do instead

Instead of requiring employees to pull extreme hours, bosses should focus on setting realistic working weeks, protecting downtime, and offering fair policies for overtime. 

When you do need work completed outside the usual 9–5, there are healthier ways to approach it, such as sprint-based projects, flexible scheduling, and clear boundaries around off-hours communication. These all help teams stay agile without burning out.

The 996 model isn’t a badge of honour, it’s a red flag. Smarter leadership looks like building a culture that values balance, as this will strengthen your team, protect well-being, and drive better long-term results.

For more tips on creating a healthier workplace culture in 2025, read our guide to organisational culture.