My research revealed that men were just as likely as women to have trouble with these “always on” expectations. However, men often coped with these demands in ways that differed strikingly. Women who had trouble with the work hours tended to simply to take formal accommodations, reducing their work hours, but also revealing their inability to be true ideal workers, and , and they were consequently marginalized within the firm. In contrast, many men found unobtrusive, under-the-radar ways to alter the structure of their work (such as cultivating mostly local clients, or building alliances with other colleagues), such that they could work predictable schedules in the 50 to 60 hour range. In doing so, they were able to work far less than those who fully devoted themselves to work, and had greater control over when and where those hours were worked, yet were able to “pass” as ideal workers, evading penalties for their noncompliance.