How to speak to your manager about workload?

You are putting your 100% into completing the tasks, but the work keeps piling up instead of the to-do list becoming smaller. For some reason, you’re jam-packed for the next week, month, and maybe the entire quarter.

If that’s you, don’t worry, because that’s where I used to be. It’s quite common, especially in tech, to be overworked and filled with what our managers call “small tasks.” But talking to your manager makes you fear you might come off as lazy, selfish, uncommitted, or not a team player.

First, here’s how you should think about this: Remember, you’re not a complainer. You are overworked, and talking to your manager to express that you need support will help you approach work more confidently, improving your productivity.

My goal is to help you articulate your needs clearly and professionally, making it easier for your manager to understand your perspective and, ideally, to help devise a manageable and mutually beneficial workload strategy.

Step 1: Preparation

Preparing properly isn’t just about making a list of complaints—it’s about understanding your current workload. With that, you can identify the challenges that make your days unmanageable.

First, take a step back and really look at what you’re working on.

Break down your tasks into daily, weekly, and monthly obligations. Document everything from the time each task takes to the deadlines you’re given. Also, document the time limits and deadlines of others (from inside or outside the organization) you depend on for some of your tasks.

Pro Tip: The best way to communicate effectively is by being open and honest. You shouldn’t include the built-in responsibilities like checking daily emails or responding to Slack messages – everyone has to do that.

Next, think about your own role in this. Are there tasks that could be streamlined or improved with some tweaks to your approach? Are there projects where you might need more training or better resources? Be ready to discuss the problems and how you can be part of the solution.

Finally, consider what solutions you can propose. Maybe it’s about prioritizing certain projects, delegating tasks that don’t necessarily need your specific skill set, or discussing realistic timelines for projects currently under tight deadlines.

Step 2: Setting Up the Conversation

When you’re ready to talk, it is best to do it in person or via video conference (if you work remotely).

Pro Tip: Choosing the right time is as crucial as what you plan to say, maybe more so. Timing can greatly influence the outcome of your conversation.

Aim for a time when your manager isn’t swamped with their own deadlines or stress. Early in the week or right after a major project deadline can be the ideal time when your manager is more likely to have the mental bandwidth to focus on your concerns.

Avoid dropping this conversation on them during high-pressure periods when their capacity to assist or empathize might be limited.

It is better to always set up a formal meeting rather than trying to squeeze your discussion into a brief chat between other meetings. Sending a formal calendar invite for a 30-minute slot with a clear agenda shows respect for your manager’s time and sets a professional tone for the meeting.

In your invite, mention that you’d like to discuss optimizing your workload to continue delivering high-quality work; you can use a subject line like “seeking advice.” This heads-up lets your manager prepare for the conversation, making the meeting more productive.

Step 3: Conducting the Conversation

Start the meeting positively with an upbeat tone, express your commitment to your role and desire to continue contributing effectively. But don’t be too obvious or “cheesy” about it.

Be clear and concise when describing your current workload. This is where most people falter; don’t chicken out. It’ll lead to miscommunication.

Use your prepared data to share specific examples that illustrate why the workload is unsustainable. For instance, you can explain how back-to-back deadlines affect the quality of your work or how the volume of tasks restricts the strategic thinking required for your role.

In this meeting with your manager, you should also re-evaluate the time spent on routine responsibilities. Some time-consuming tasks might emerge; asking your manager’s expectations on time spent on such tasks and seeking suggestions will set the generalized tone of the meeting.

Introduce solutions to the challenges you’re sharing. They may not be the most ideal solutions but it’ll be better than the entire meeting being negative.

Discuss the solutions you’ve come up with—whether it’s reprioritizing your tasks, delegating certain responsibilities, or maybe even bringing in part-time help. Ask for their input and be open to suggestions.

Step 4: Discussing Possible Solutions

For example, if you suggest reprioritizing tasks, be prepared to discuss which projects or tasks can be delayed and which ones are critical and need immediate attention.

If delegation is an option, discuss how this could be implemented. Perhaps some team members have the capacity or are looking to take on more responsibility. If additional resources are necessary, discuss the feasibility of this solution in the current team structure and budget.

Another aspect to explore is the possibility of adjusting project timelines. Discuss how more realistic deadlines could reduce your stress and improve the overall quality of work delivered. Be prepared to discuss how timeline adjustments could align with business goals, demonstrating your strategic understanding of the company’s priorities.

This discussion will help you take a practical approach because you know what needs to be accomplished first, second, third, and so on.

End the conversation by agreeing on a plan of action. Set timelines for when to revisit the discussion to ensure the solutions are working or if further adjustments are needed.

This ongoing dialogue will show your manager that you are committed to continuous improvement and achieving a sustainable workload balance.

Step 5: Mutual Goal Setting

After you have discussed the potential solutions, it is very important to align on mutual goals with your manager. It involves setting clear, achievable objectives that address your immediate workload concerns and contribute to long-term professional growth and team success.

You and your manager have to collaboratively establish what outcomes are expected from the adjustments made and agree on realistic benchmarks for reassessing the workload balance.

Step 6: Handling Pushback

It’s possible that during your conversation, you may encounter some resistance or pushback from your manager.

When such a situation arises,

Remain Calm: You need to stay calm and professional while tackling pushback. Reference your prepared notes, reiterate your commitment to your role and the organization. Listen actively to your manager’s concerns and be willing to work together to find a compromise that suits your needs and the organization’s priorities.

Consider your Goals: Such an approach expresses that you are eager to find a solution for the future rather than dwelling on the immediate workload and the amount of work you’ve had in the past. Dedicating an appropriate amount of time to your priorities will help you recognize what additional projects are causing you to feel stressed.

Be Honest: Refer to your prepared notes and be honest and transparent about what overwhelms you. Whether it is the increasing amount of overlapping projects or something stressful in your professional life that is putting pressure on your professional work, communicating your feelings honestly will help your manager better understand your problem and help you find a solution.

Step 7: Follow-Up Action

Conclude your discussion by agreeing on specific follow-up actions and setting a timeline for implementing the changes. You should start by summarising what was discussed and agreed upon in the meeting and clarify any final points.

Next, discuss scheduling subsequent meetings to review the progress of the implemented changes or setting deadlines for the agreed adjustments to take effect. These could be weekly or monthly, depending on the adjustments being made.

After the meeting, send a follow-up email summarising the key points and agreed actions to ensure you and your manager have a clear record of the conversation and its outcomes.

Continually monitor how the changes affect your workload and be prepared to provide feedback in future discussions. This ongoing engagement shows your proactive involvement in managing your workload and ensures the solutions remain effective and relevant.

How to respectfully say “no”?

There will be times when you simply cannot take on another task despite all efforts at dialogue and adjustment. If your manager continues to press despite your efforts to manage your workload, you must learn to respectfully say no.

1. Buy Yourself Time

When faced with a new request from your manager, it’s often wise not to give an immediate answer, especially if your initial inclination is to refuse. Instead, give yourself a buffer to carefully consider and assess your workload.

This approach shows that you are considering the request seriously and not dismissing it out of hand. You might want to say, “I need to check my current project timelines and see where I might have the capacity. Can I get back to you by this afternoon?” This provides you time to prepare a reasoned response if you need to decline.

2. Offer Alternatives

Rather than simply rejecting a task, try to present alternative solutions where the work can still be accomplished without overburdening yourself. For instance, suggest a colleague whose current workload might allow them to take on the task, but discuss this with them beforehand to avoid misunderstandings.

Alternatively, propose dividing the task into manageable parts that multiple team members, including yourself, can handle. This demonstrates your willingness to find a solution and your proactive approach to teamwork and problem-solving.

By employing these strategies, you can maintain a professional demeanour while protecting your bandwidth. Saying no is not just about refusal; it’s about fostering a sustainable work environment and ensuring you can perform your existing responsibilities effectively.