Pitching in and helping out is often praised as a hallmark of a good team player. But there’s a hidden downside to being too helpful at work—especially for women. Research shows that the behind-the-scenes tasks that keep workplaces running smoothly aren’t equally shared, and they often fall disproportionately on women, slowing their career progress and increasing stress.
These extra duties are sometimes called “office housework” or “organizational citizenship.” They can include things like onboarding new employees, organizing team social events, or pitching in on others’ projects. Though appreciated, these tasks usually fall outside formal job descriptions—and that’s where the problem starts.
When employees spend time helping with these extra tasks, they have less time for the primary responsibilities that drive promotions, bonuses, and recognition. Diane Bergeron, a senior research scientist at the Center for Creative Leadership, has studied this issue extensively. In a 2025 report, she describes one consulting firm where employees who helped more often got better performance reviews—but logged fewer billable hours and were promoted more slowly.
The consequences don’t stop there. Overcommitting to helping behaviors can lead to burnout, stress, and trouble balancing work and personal life. And then there’s “job creep,” where a one-time favor becomes an unspoken, permanent part of someone’s role. Once an employee starts volunteering, they may feel pressure to keep saying yes just to be seen as a team player.
Some might wonder why women don’t simply decline these extra requests. But it’s not that simple. Research shows that women often face social penalties when they say no to helping. Because they’re expected to be helpful and accommodating, saying no can make them seem less likable, or even be seen as going against professional norms.
How Women Can Push Back Against Office Housework
Fortunately, Bergeron offers practical advice for avoiding this career trap:
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Resist volunteering first. Women often feel compelled to volunteer when no one else steps up, but holding back at the start can help ensure tasks are shared more evenly.
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Clarify priorities. If asked to take on an extra task, explain your current workload. A simple response like, “I’m working on A, B, and C—where should this new task fit in?” can help the requester reconsider if you’re the right person for the job.
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Pause before answering. Instead of automatically saying yes—especially to a manager—take time to consider your workload and goals. This brief pause can give you space to consult with a mentor or simply think it through.
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Don’t downplay your contributions. If you do help, avoid saying things like “It was nothing.” Make sure others understand it was meaningful work that took real effort and time.
How Organizations Can Share the Load
Of course, the burden shouldn’t fall only on individuals. Organizations have a critical role in making office housework everyone’s responsibility. Bergeron’s report includes some key recommendations:
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Get consent before assigning tasks. No one should be automatically “volunteered,” especially women.
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Track who’s doing extra work. Informal tracking in performance reviews can reveal who’s shouldering more than their share, helping distribute work more fairly.
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Avoid over-praising men for help. Research shows men often get outsized credit for helping behaviors. Over-celebrating these contributions sends the message that men’s help is exceptional, while women’s is expected.
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Address systemic issues. If an organization relies on constant extra effort just to get by, that’s a sign of faulty processes or staffing. Fixing these root problems can reduce the need for employee “heroics” in the first place.
Ultimately, fairness in distributing helping work isn’t just about being nice—it’s about building a sustainable, equitable workplace where all employees can focus on what drives their careers forward. As Bergeron notes, it’s time for organizations to take a hard look at who’s being asked to help—and how to make sure everyone pitches in equally.