How to Deal with an Unreasonable Workload

Something I've noticed coming up in the comments a lot frequently: readers' companies are understaffed, leaving them an unreasonable workload. Whether their teams are understaffed due to layoffs, DOGE, companies reshuffling, or more seems irrelevant — the point is that people are left with more work than they agreed to when they took the position. So let's discuss — what are your best tips on how to manage an unreasonable workload? I have a few ideas to share…

In the past, we've discussed how to say no at work, signs you're burning out (and how to battle burnout), how to deal with difficult bosses, how to set workplace boundaries (even if you're highly paid), when to look for a new job, how to ask for help at work, and our best tips on managing up and managing your task list at work. We've also talked about how to handle a chatty boss, a micromanager boss, and an incompetent boss.

How to Manage an Unreasonable Workload

1. Don't Reinvent the Wheel

If you're dealing with something your office has produced before, like a conference, or a working paper, how much of the previous work product can you lift entirely? Sure, in a perfect world you'd put your own, unique spin on it — but if you're slammed and the project is 90% done because of previous work, just focus on a really good update.

Similarly, if coworkers are in the same position, now is a great time to collaborate. Are there any ways you can better optimize the workflow, such as making a shared template that everyone can update and use?

2. Clarify Priorities

As we discussed in our conversation on managing up, this is partly a communications issue — you need to be 100% clear on what your boss's top priorities are. Sure, they may say “everything!,” but odds are good they have a few things floating to the tippy top of the list.

One approach: sit down with your boss to discuss projected timelines, what you're delegating or managing, and generally show the lay of the land. If you're in a billable environment, ask how many hours you can bill to projects that are (in your mind) lower on the list — if it's a low number then I'd take that as a sign that it isn't very important to your boss.

If you worry that your boss will say something snarky like “you're old enough to manage your own workload” (thaaaanks), then try to consider it from a higher level: what will make your boss look best (or worst) if they don't have it? What will be the best boon to your resume if it's done well, and what won't have too many consequences if you're only giving it your B-level effort?

3. Suggest Adjustments and Solutions

No one likes a whiner, unfortunately. If you're speaking to your boss about it, come in with a clear game plan. What can be delegated and to whom? How will you supervise them? What can be pushed or done partially… for now?

4. Insist on Boundaries

We've talked a lot about work/life boundaries over the years. Can you give yourself some “dark hours” in the evening or on weekend, where you don't check (or at least don't send replies) until later? Can you give yourself some days (or afternoons?) where you refuse to attend meetings so you can get work done?

Of course, you have to be reasonable. As one reader noted in our discussion on reasonable boundaries when you're highly paid:

Yeah, you can draw and have to draw boundaries regardless of where you work, but in Big Law those boundaries are ‘I won’t answer 3 am emails immediately' not ‘I only work 40 hours/week.'

Another reader spoke from the perspective of inside counsel:

If I’m working into the evenings on a deal and am paying expensive outside counsel, I expect them to be there with me (metaphorically).

I do not expect that if I send a random late-night email when I’m digging out of my inbox, that I get an immediate reply!

I think it's worth noting that there can be a huge divide between generations here, so keep that in mind if you are working with people of different generations.

Another boundary to consider: only working on a certain project for a set amount of time, as decided by you. How far can you get the project in that time period? For some projects (and let's face it, some personalities!), work expands to fill the space allotted — so limit the space allotted.

5. Identify Bottlenecks

Are you a perfectionist? Are you working with one, either as a supervisor or as a subordinate? There are different strategies for working with people. For example, if one of your subordinates could handle more work than they are getting done, one strategy would be to give stricter deadlines. Of course, don't be a jerk about it — they should be reasonable deadlines, and they shouldn't be during holiday weekends or whatnot unless it's a true emergency.

Other potential bottlenecks: do certain people just love to talk during meetings? I've seen different shades of this — some people really love to hear the sounds of their own voices. I've also seen some people who have a pet project, issue, or concern and they bring it up every single meeting, even if it's already been addressed… consider limiting the scope of meetings (if you're in charge), or discussing with your boss whether you could sit some meetings out.

(If you are in charge, ask yourself: could this meeting have been an email?)

One more potential bottleneck to mention — the chatty coworker. Do you have a coworker who loves to stop by and complain about how much work they have (or otherwise discuss life, the universe, and everything?) The best approaches I've found for dealing with this include a) not being where they expect me to be, namely at my desk — for example, go work in the conference room! … and b) after a few minutes of chitchat, get up from your desk and start walking. Maybe you need to go to the printer! Or the bathroom! Or get a cup of coffee! Whatever it is, get them out of your space.

6. Say no.

Sometimes you just do not have a choice in the matter… but if you do, SAY NO. If you're at capacity already, use your words to turn it down.

Readers, what are your best tips on how to deal with an unreasonable workload?

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