We use cookies to provide you with a better experience. By continuing to browse the site you are agreeing to our use of cookies in accordance with our Cookie Policy.
I spent the greater part of my time at the end of 2024 and the beginning of 2025 analyzing workload and staffing. I can imagine I was not alone in this; many leaders were doing the same thing. 2024 was a difficult year to lead through, and while I know that sounds silly since we are still leading through the effects of the pandemic, the past year came with its own challenges.
We experienced a steady workload, yet the challenge to balance work and staff was continually at the forefront. Once again, we had to think about layoffs and working reduced hours. Some groups in the organization were hit harder than others; thankfully, it didn’t affect my local group as much. However, on a national level, we were affected. Locally, we were light on work occasionally, but we were able to support the work from the other offices, so everyone stayed busy.
I remember right around Halloween; I was having a conversation with the engineering market sector leader about what he was hearing from our clients and the industry in general. To summarize the conversation, he came out with “Buckle up for 2025.” We laughed a little and continued on our way.
What I didn’t realize was that he wasn’t making a joke. A few weeks later, the new work for 2025 was rolling in and at a steady pace. Some days, I got several emails about a new project we were awarded. I let out a big sigh of relief. Maybe I won’t have to stress so much in 2025. Then —
Another email rolled in.
And then another.
And another.
You get the picture. Suddenly, I was overwhelmed with all the new work we had won. I couldn’t keep up and lost track of everything I read in my emails. The panic in me started to build. How on earth are we going to cover all this work I am hearing about plus the work I don’t even know about yet — and what was that list of work again? For me, the sense of disorganization really exaggerates my feelings.
The challenge of the leader
As a leader, it can be incredibly challenging to strike the right balance between maintaining a composed exterior and being open about the current situation. On the one hand, showing too much emotion can create uncertainty and concern among your team, potentially undermining their confidence in your leadership.
On the other hand, being vulnerable and honest about your feelings can foster trust and authenticity, showing your team that it’s OK to express their emotions. This delicate balance requires self-awareness and emotional intelligence as you navigate the fine line between appearing strong and being genuinely human.
What makes it hard is not wanting to also create panic in the team. How do I gauge how much to share with them and when, ensuring that I am open but not lead to fear or anxiety among the team?
I quickly pulled together a meeting with my staffing coordinator and senior leaders to get organized and project the number of hours we think the work will take. We reviewed the influx of new projects and assessed our current staffing levels, identifying gaps and potential areas of concern. Together, we developed a plan to allocate resources efficiently, ensuring that each project would be adequately staffed without overburdening any single team.
By projecting the numbers and creating a clear roadmap, we established a sense of control and direction, which helped alleviate some of the initial panic. This proactive approach provided clarity and reinforced our commitment to supporting our team through the busy times ahead.
Understanding that not all projects will start simultaneously, we anticipated some would be pushed off or experience delayed starts. Clients often have their own timelines and priorities, so they rarely move as quickly as they initially indicate. This variability required us to remain flexible and adaptable, continuously adjusting our plans and resource allocations. By factoring in these potential delays and staggered starts, we could better manage our workload and avoid overcommitting our team.
This approach allowed us to stay prepared for any changes and ensured that we could maintain a steady workflow without overwhelming our staff.
Staying organized and delivering the correct message to the staff is crucial during high (and low) workloads. Simply telling the team that we are busy can create a sense of uncertainty, leading to speculation and potentially causing unnecessary anxiety. Instead, it’s important to communicate that we will be busy but to do so with clarity and transparency.
We can provide an honest and controlled message by presenting detailed charts and data on what this busyness looks like in terms of their use. This approach helps manage expectations and empowers the team with a clear understanding of their roles and responsibilities. It reassures them that while the workload is high, it is being managed thoughtfully and strategically, fostering a sense of stability and confidence in our leadership.
Lessons learned
Since taking on the role of department leader in 2020, here are some things I’ve learned:
1. Proactive planning. Anticipating potential challenges and preparing can help mitigate stress and ensure smoother operations.
2. Effective communication. Clear and transparent communication with your team is essential. Providing detailed information and visual aids can help manage expectations and reduce uncertainty.
3. Flexibility and adaptability. Adjusting plans and resource allocations in response to changing circumstances is crucial for maintaining productivity and morale.
4. Emotional intelligence. Balancing vulnerability with composure helps build trust and stability within the team, fostering a supportive work environment.
5. Team support. Collaborating with key team members, such as your staffing coordinator, can provide valuable insights and help develop effective strategies to manage workload.
6. Data-driven decisions. Using data to project workloads and resource needs ensures that decisions are based on solid information, leading to better outcomes.
As we move forward into 2025, keeping the lines of communication open with my team will be more important than ever. Regular check-ins and honest conversations will help us stay connected and address any concerns quickly. I’ll also continue to have early discussions with other leaders to track upcoming work and make plans.
Staying organized will be key, using detailed project management tools and clear documentation to keep everything on track. By focusing on these strategies, we can face the challenges ahead with confidence and continue to achieve great results together. Let’s make 2025 a year of growth and success!