The largest single factor.
WHAT MAKES WORKLOAD UNSUSTAINABLE
More work than the time available Deadlines that cannot be met Constant urgency No recovery between demanding periods Unclear priorities
WHY UNCLEAR PRIORITIES MATTER
People attempt everything when nobody says what matters most.
WHAT TO ESTABLISH
What must be done, and what can wait.
WHY IT IS A MANAGEMENT RESPONSIBILITY
Individuals cannot decide what the organisation deprioritises.
WHAT TO ASSESS
Whether the work can be done in the hours available.
HOW
Ask, and examine what is actually taking the time.
WHAT TO LOOK FOR
Consistent overtime Work taken home Holiday not taken Tasks persistently incomplete
WHY UNTAKEN HOLIDAY
It indicates workload that cannot absorb absence.
WHAT TO DO ABOUT SUSTAINED OVERLOAD
Address the cause.
WHAT THE CAUSES USUALLY ARE
Too few people Work that should stop Inefficient processes Poor planning Inability to decline
WHAT TO AVOID
Treating overload as an individual capacity problem Offering resilience training instead of addressing workload Rewarding excessive hours
WHY REWARDING HOURS
It establishes that presence matters more than output, and everyone adjusts.
WHAT TO ESTABLISH
That sustained excessive hours are a problem to be solved rather than commitment to be praised.
WHAT TO PLAN FOR
Intense periods, followed by recovery.
WHY
Intensity is manageable when it is temporary and known.
WHAT TO AVOID
Treating exceptional intensity as normal.
WHAT TO MEASURE
Hours actually worked Absence Turnover
