Accessible version of Setting workload boundaries

Overview

In this module, you’ll learn steps when you need to be clear with your boss about what’s possible and set boundaries.

To access the non-conforming version of this module, see the Setting workload boundaries module.

Below is the transcript for the Setting workload boundaries YouTube video.

Transcript

Your to-do list at work is endless, and you feel like you’ll never get it all done with the time and resources you have without burning the candle at both ends. How can you respectfully set boundaries and manage expectations with your manager?

Your organization is likely thriving if there’s never-ending work to get done, but you can still set boundaries on what you can reasonably deliver In fact, setting boundaries can help ensure you can do what needs to be done to deliver high-quality work.

Follow these steps when you need to be clear with your boss about what’s possible and set boundaries.

Before you even start a project, make sure you and your boss agree on reasonable expectations for what you can deliver and when.

Your manager may not know all that you are doing. If you can see that what they’re asking for will push you beyond reasonable limits for the work hours, skill set or budget and resources you have, it’s better to respectfully let them know so you can work together to find solutions.

Overwhelmed by the workload? Off track because of conflicting demands, dependencies or something else? Let your boss know early.

Take time to identify specific stressors and potential solutions before you talk, so you can be clear about what you need to succeed.

Let your manager know you’re committed to the team’s success and ask what they feel is mission-critical to get the job done well.

Ask for clarity on how to handle non-priority tasks that you feel can’t get done with the time, resources and skills you have.

If you know you need extra help in terms of time, staff, resources or something else, talk to your manager. Together you can identify creative solutions that work within budget, policies, regulations or customer expectations.

Setting workload boundaries

Problem: Your to-do list at work is endless, and you feel like you’ll never get it all done with the time and resources you have without burning the candle at both ends. 

Your organization is likely thriving if there’s never-ending work to get done, but you can still set boundaries on what you can reasonably deliver. 

Follow these steps when you need to be clear with your boss about what’s possible and set boundaries.

Steps to set workload boundaries

Hello! This is Carlos. I will explain steps for setting boundaries that can help ensure you can do what needs to be done to deliver high-quality work.

Set expectations

Work together to establish timelines and expectations. 

Be realistic

Be clear and respectful about what you can reasonably do.

Offer solutions

When things start to feel unmanageable, speak up.

Know the priorities

Ask your manager to help you prioritize.

Ask for help

Don’t be afraid to ask for extra resources, support, or to reassign work.

You may also find these tips helpful: 

Work-life balance 

Make sure your workload is manageable

Before starting a new project, make sure you and your manager agree that your workload and workflow is manageable.

Do you have what you need to be successful? This could mean: 

• Time
• Resources (i.e., equipment or tools)
• Budget
• People
• Skills (it’s okay to be learning or stretching on the job, but you may also need some training or extra support along the way)
• The ability to make decisions that will keep things moving along

In this lesson, you'll learn to be clear with your boss about what you can reasonably do. You can try saying things like…

• “I don’t think we have the time we need. Can we review some of the tasks together so we’re both clear on how I can deliver on time at a high quality?”
• “I don’t want to over-promise and under-deliver. Can we look at the resources we have for the project more closely?”
• “Some of the stages of this project depend on the work of other people for me to keep things moving. That might impact timelines.”
• “I’m looking forward to learning new things on this project. I may need training and support on…as I stretch my skill set.”
• “I want to be sure I can act quickly when issues come up. I’ll need to be able to make decisions about…”

Sometimes managers aren’t aware of all the details or nuances of how the job actually gets done. Taking the time to walk them through it can be a big help in managing their expectations.

In the next lesson, we'll look at approaches to talk to your manager.

Talk to your manager

It’s important to talk to your manager early if you’re starting to feel overwhelmed or stressed about your ability to deliver to expectations. 

Explain to them that you want this project to be successful, but that you’d like to address some challenges.

Before you meet with your manager, take some time to think about what’s causing the stress, and brainstorm solutions. They’ll be more likely to listen and make adjustments if you stay focused on solutions.

Expand each tab to learn more about possible challenges and suggested solutions you can discuss with your manager: 

• Possible challenge: You're working too many hours
  • Suggested solution:
    • Show me how my tasks can be completed during work hours.
• Possible challenge: Being interrupted throughout the day
  • Suggested solution:
    • I need some blocked or quiet time to focus.
• Possible challenge: Conflicting demands
  • Suggested solution:
    • I need help prioritizing what’s most important.
• Possible challenge: Waiting for other people to finish things
  • Suggested solution:
    • Are there tasks I can do while I wait on this?
• Possible challenge: Key decisions aren't being made in a timely manner
  • Suggested solution:
    • I need clarity on who makes decisions – or to be able to make them myself.
• Possible challenge: Not having the budget or resources
  • Suggested solution:
    • The budget needs to be reviewed.
• Possible challenge: Being on a learning curve
  • Suggested solution:
    • I need training or mentoring.

If you’ve identified that you simply need more extra help in terms of time, staff, budget or resources, tell your boss you’d like to work with them to get creative in finding solutions that can work.

You can also suggest:

Putting workload management on the agenda

Knowledge check

Let’s re-cap what you learned so you can put it into practice.

See Responses below to see the answers to the following 2 questions.

1. Instead of being upset or angry about workload, what are some things that you can do to make your job easier?
   • Offer solutions to your manager.
   • Ask to prioritize your tasks.
   • Get clarity on expectations
   • All of the above
2. Sometimes your manager isn’t aware of your workload pressure because:
   • They don’t remember all of your tasks.
   • They believe the tasks take less time.
   • They’re not aware of the obstacles. 
   • All of the above.

Responses

1.  All of the above. It’s natural to be angry if our workload is unfair or unreasonable. Taking initiative to address these issues before reacting shows your professionalism and willingness to work effectively in the hours that you’re paid to work.
2. All of the above. There are more reasons why a manager doesn’t understand the amount of work or pressure that you’re experiencing. Instead of reacting, give the manager the chance to create a more manageable workload by clarifying your tasks. 

Tip sheet and resources

We’ve put together a tip sheet with the main learning points of this module. We recommend you save or print it as a reference. There are also free resources you can use if you want a deeper dive on this subject.

• Setting workload boundaries tip sheet | PDF
• Setting healthy boundaries at work
• Workload stress
• Putting workload management on the agenda
• Work-life balance tips
• Setting workload boundaries YouTube video

We welcome your feedback on this module or any of our resources. Please contact us with your suggestions.