Some vocations are known for chronically pushing people beyond overwork: entrepreneurs, doctors, attorneys, and air traffic controllers come to mind, among many more. But hyper-super-overwork is now much more widespread, as companies increase workloads to compensate for dramatic staff reductions.
Overload is dangerous. To address it, you must first recognize it, and then act to control it. Here are some indicators that you might be severely overworked.
- Health effects
- Sleeplessness can result from chronic overwork. You need time to wind down before sleep. Inadequate exercise, increased use of stimulants (coffee or tea), and more frequent take-out meals can lead to sudden weight gain. Canceling or repeatedly delaying medical and dental care is risky and expensive.
- Neglecting or denying your own need for support and emotional connection is serious, but neglecting or denying the needs of others can permanently damage relationships with your spouse, children, relatives, friends, and colleagues.
- Neglecting home or vehicle care can create financial and safety risks. Neglecting hygiene and wardrobe can seem safe enough at first, but they can be demoralizing.
And here are some tips for the hyper-super-overworked.
- Recognize your own coping
- If your best friends at work have left or have been laid off, you might feel loss and loneliness. Are you coping by taking on work? Deal with difficult emotions directly. Find someone to talk to: spouse, friend, cleric, counselor, or psychotherapist.
- Get help and understanding at home
- There are two popular strategies. You can focus on work, dealing with problems at home only when they become really severe, or you can ask for help and understanding at home as soon as possible, and find ways to be together lovingly and with respect. The former is tempting because it's easier at first, but the latter is definitely the way to go.
- Beware creeping perfectionism
- Perhaps the definition of "doing things right" needs review in light of current conditions. Is it really necessary to do all you're doing? More on perfectionism.
- Deny requests for help at work
- Some of your If your best friends at work
have left or have been
laid off, you might feel
loss and lonelinessco-workers cope with overwork by asking for favors or help. Refusing management requests can be risky, especially if you need the job, but help requests from peers or subordinates are different. Delay responding. When you do respond, make a counter offer — selective assistance or looser deadlines.
- Learn and automate
- If you work with computers, almost certainly you aren't using some of their most powerful features. Be selective. Learn to use capabilities that save time by automating tasks you now do yourself.
Whether the source of your overwork is management, teammates, peers, or subordinates, you probably aren't alone. Try talking about overwork directly, if you can. Explain how you feel and ask for consideration. Work together to find clever ways to reduce everyone's load. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Personal, Team, and Organizational Effectiveness:
- Renewal is a time to step out of your usual routine and re-energize. We find renewal in weekends, vacations,
days off, even in a special evening or hour in the midst of our usual pattern. Renewal provides perspective.
It's a climb to the mountaintop to see if we're heading in the right direction.
- Message Mismatches
- Sometimes we misinterpret the messages we receive — what we see or hear. It's frustrating, and
tempers can flare on both sides. But if we keep in mind two ideas, we can reduce the effects of message
- The Paradox of Confidence
- Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence
of lesser ability. Recent research suggests that confidence and competence are inversely correlated.
If so, our assessments of credibility and competence are thrown into question.
- How to Foresee the Foreseeable: Preferences
- When people collaborate on complex projects, the most desirable work tends to go to those with highest
status. When people work alone, they tend to spend more time on the parts of the effort they enjoy.
In both cases, preferences rule. Preferences can lead us astray.
- Wacky Words of Wisdom: II
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
And that's where the trouble begins. We remember them too easily and we apply them too liberally. Here's
Part II of a collection of often-misapplied words of wisdom.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenTBGDvIESrDlfHaVzner@ChacpGuyiuFmSsxvmvOEoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.