Why do you think it is so difficult to discuss work overload in the workplace?
And why it’s likely you think or even blame yourself thirst.
Consider these – do they sound familiar?
- What if you risk your job if you mention feelings of overwhelm
- You pressure yourself, thinking you have to be able to handle all the work, as it seems everyone else does
- You fear you may be judged as uncommitted, lazy, or not a team player
- The lack of clear goals and expectations makes it difficult for you to address the topic
So here is a thought for you:
What if it’s not you?
Instead you find yourself in a broken system.
If a whole organisation is overwhelmed, no matter the hierarchical level you’re in,
who should do anything about it?
Is it not a common case, that you feel unable to speak to your manager because their manager faces the same issue and cannot communicate with their own manager and so on.
Quite a vicious cycle, I would call that.
And if you go further it’s a simple “they anyhow don’t get it”.
That’s a state of resignation or even cynicism.
One person alone cannot change those systemic problems.
But you can always:
- Demand and clarify expectations put on you (don’t accept things on the spot)
- Speak to others (colleagues or peers): Knowing you’re not alone can take a lot of weight off you
- Understand when you are in control: This includes seeking external support. Having someone else confirm that your workload is too much can be helpful
And most importantly:
Be kind to yourself.
In almost all organisations there is too much to do,
but too little time to get everything done.
It’s not you.
Key questions to consider
- How can leaders effectively address the fear of job loss when discussing work overload? Leaders can effectively navigate the fear of job loss by reframing the conversation with their superiors from a perspective of shared objectives and organizational goals. By emphasizing the collective need to address work overload rather than focusing solely on personal challenges, individuals can foster a more constructive dialogue that prioritizes systemic solutions over individual blame.
- What strategies can busy leaders employ to clarify expectations and goals in their workload management? Busy leaders can employ various strategies to clarify expectations and goals in their workload management. This may include actively seeking clarification from their managers or superiors regarding task priorities and desired outcomes. Additionally, leaders can proactively communicate their own capacity and limitations, setting boundaries to ensure realistic expectations are established.
- How can individuals address systemic issues of work overload in hierarchical organizations? In hierarchical organizations where work overload appears pervasive, individuals can take steps to address systemic issues beyond their immediate control by advocating for organizational change and promoting a culture of open communication. By fostering dialogue across different levels of the hierarchy and highlighting the impact of work overload on productivity and well-being, individuals can contribute to broader efforts aimed at addressing systemic challenges and promoting a healthier work environment.
