Managers at a rail engineering company in the UK implicitly shaped social norms around smartphone use among employees. Managers modeled responsive behaviors by being constantly available on their own smartphones, implying an expectation that direct reports do the same. They also modeled doing work outside of regular hours and implied more work could get done if employees used smartphones for off-hours communication and tasks. As a result, a culture emerged where employees felt constant pressure to be responsive and available at all hours in order to perform their roles effectively and avoid appearing unprepared. However, managers did not explicitly set these expectations, creating tension between personal and professional smartphone use.