"What is an appropriate workload for my team?"

And when are we asking too much

Nov 05, 2024

Hey team happy Tuesday,

I’m writing to you again from the train to London because I’m speaking at a conference tomorrow. Testing out a new format with the talk, and using actual workbooks to help the listeners actually take action off the back of the learnings. Exctied.

Anyway, I got this DM yesterday that we need to discuss…

Essentially, how do we know when our team have a ‘good’ amount of work on their plate?

When are we asking for too much? But likewise, when is the workload good, but they are still having a hardtime managing it all?

Now, I’ve spent some time this evening reseraching the answers to these questions so you dont have to, so let’s break down some practical ways to find a workload balance that respects their experience but also keeps things moving forward. And, for inspiration, I’m gonna look at how leaders like Satya Nadella (Microsoft) has navigated this challenge before.

1. You need to know what you’re team are actually doing

First things first: get a real sense of your team’s current workload.

It’s easy to assume there’s room for new tasks, but the reality might surprise you. Ask each team member to jot down what they’re doing over a week - every task, every meeting, every project. Think of it as your “roles and responsiblities audit.”

When Satya Nadella took over as CEO of Microsoft, he faced a similar challenge. Microsoft’s workforce was set in its ways, and employees often felt overloaded. Nadella, who famously shifted the culture towards openness and flexibility, started by understanding where everyone’s time was going. He started to see that people were wasting time on pointless tasks, but only after getting a clear picture did he start introducing change, bit by bit.

2. Change gradually, not all at once

Expecting your team to jump straight into something new when they’ve spent years focused on their old ways will be tricky.

Introduce the new skills/tasks in manageable bits.

Nadella did something similar with Microsoft’s shift to cloud services. Instead of forcing a sudden change, he encouraged a learning-first approach. This allowed employees to gradually upskill without feeling like they were drowning.

Steps:

Set aside a few hours each week for training or hands-on practice with the new tasks.
Start small - consider a “pilot project” that gives them a chance to learn and grow without too much pressure.

3. Clear expectations & breathing space

If your team is panicking every time a new task comes their way, they might not understand what’s expected of them. Avoid the shock factor by setting clear, specific goals with reasonable deadlines.

Even the most resistant team members can usually manage a new task if it’s well defined.

When Jeff Bezos was scaling Amazon, he realised that his teams performed best when each person knew exactly what was expected and had the space to work autonomously. He avoided micro-managing and instead focused on clarity, which often squashed resistance before it started.

4. Look for ways to build the capacity (instead of piling on new work)

When a team says they lack capacity, it will usually because they’re working at or near their limit. But instead of just piling up the work, let’s try to help them free up time by simplifying or automating certain tasks.

Nadella famously encouraged automation and smarter workflows at Microsoft. He knew that by freeing up time on repetitive tasks, teams could focus on the work that mattered most.

5. Communicate the ‘why’ behind the tasks

When people understand why they’re being asked to take on new tasks, they’re far more likely to embrace them.

If your team can see how marketing skills will make their work more impactful, they’ll start seeing the change as a positive development rather than just more work.

6. The stats

Determining the “correct” amount of work is complex because it varies based on factors like job role, industry, and individual capacity etc.

BUT, research does provide general insights into optimal workload levels, productivity, and employee well-being.

Here’s some things I found super interesting from the internet:

70% Capacity Rule: Working at about 70% capacity optimises productivity and prevents burnout. So we’re better off keeping it on the lower side.
90-Minute Work Cycles: Studies show that working in 90-minute blocks with breaks enhances focus.
Avoiding Overwork: Stanford research indicates productivity drops significantly after 50 hours per week. For most roles, staying within 35–45 hours is ideal to maintain performance and well-being. So there is literally no point in us working overtime.
Task Complexity and Cognitive Load: Cognitive Load Theory suggests balancing complex tasks with simpler ones. This keeps employees mentally fresh and better able to handle high-focus tasks.
Task Variety: Studies show that diverse tasks keep employees engaged and reduce burnout. Mixing skill levels in tasks can boost job satisfaction and prevent mental fatigue.

Final thoughts

The constant battle between ‘are they doing enough’ and ‘are they doing too much’ is a tough one. And as a manager you will need to keep an eye on it all the time.

Take the time to understand their current workload, build up new skills gradually and you can help them grow into new responsibilities without feeling overwhelmed.

Peace,

P.S. We are getting closer and closer to opening up Fresh Start again, my 6 week transformational course for managers to go from feeling like a teammate to feeling like a highly respected leader. Get on the waitlist so you don’t miss the exclusive offers when we go live.