This second episode in our 5-part series on Managing a Continuous Workload is about having 'a proper conversation' about the reality of a workload that is ever-growing. Hybrid working means workload share is less visible, and the leaner the team, the more likely there is a single job owner holding it all together. Less empathy and resilience can mean more pressure and stress and the more likely we are to stick with patterns of harder - not smarter - working. We share tips for how you can raise problems and challenges around workload, without looking like you are the problem or the challenge.
We refresh the basic principles for a win-win conversation and how to prep your gold, silver and bronze outcome beforehand so both parties feel like they had a good outcome. We demonstrate the CAR format in action (Context, Action, Result) as a way to make your point, as well as highlighting the benefits of having your workload re-looked at.
A good listen for those looking for tips for speaking up about their workload in a positive, proactive and personable way - or is mentoring someone who is.
Hot topic for you? Take a deeper dive in our related episodes: Ep. 115 Savour Your Successes for Self-Confidence Ep. 111 Accountability For Communication - Who's Responsible? Ep. 107 Keeping Motivated When the Chips Are Down Ep.91 From Overwhelm to Ownership
This second episode in our 5-part series on Managing a Continuous Workload is about having 'a proper conversation' about the reality of a workload that is ever-growing. Hybrid working means workload share is less visible, and the leaner the team, the more likely there is a single job owner holding it all together. Less empathy and resilience can mean more pressure and stress and the more likely we are to stick with patterns of harder - not smarter - working. We share tips for how you can raise problems and challenges around workload, without looking like you are the problem or the challenge.
We refresh the basic principles for a win-win conversation and how to prep your gold, silver and bronze outcome beforehand so both parties feel like they had a good outcome. We demonstrate the CAR format in action (Context, Action, Result) as a way to make your point, as well as highlighting the benefits of having your workload re-looked at.
A good listen for those looking for tips for speaking up about their workload in a positive, proactive and personable way - or is mentoring someone who is.
Hot topic for you? Take a deeper dive in our related episodes: Ep. 115 Savour Your Successes for Self-Confidence Ep. 111 Accountability For Communication - Who's Responsible? Ep. 107 Keeping Motivated When the Chips Are Down Ep.91 From Overwhelm to Ownership
Speaker 1:
Secrets from a coach Thrive and maximise your potential in the evolving workplace. Your weekly podcast with Debbie Green of Wishfish and Laura Thompson-Staveley of phenomenal training. Deb, laura, you alright, yeah, oh, did you put all those cat-related tips into practice from last week?
Speaker 2:
I certainly did, and you know what? It went down a storm. It was like literally giving the cat the cream.
Speaker 1:
It was amazing. Oh, love it. They loved it. I've been doing my best to hold the pause.
Speaker 2:
Good, and how's that been going?
Speaker 1:
Oh, it's painful, but it does make a difference. It really does.
Speaker 2:
It does, doesn't it? Just that little shift. It's like wow and the thank you. That's the magic, isn't it? Thank you for understanding. Well, I'm not going to understand you. No one says that.
Speaker 1:
No, you're so right, it's like a little pair of fluffy handcuffs that someone unbeknownt to has just been clicked into. I mean, you could even add in a bit more. You know, as a reasonable person, I just really thank you for your understanding. If anyone's going to go, no, actually I'm unreasonable, it's brilliant. It is, isn't it?
Speaker 1:
And I guess that's the topic of what we wanted to pick off on this one, which is how do we deliver some of these less practice conversations in our life in a way that is taken as a win-win, not in a smarmy, cheesy, fake way, a way that still feels you know okay for you, but a version of you that means you're standing up for yourself in a way that doesn't trample over other people, and assertiveness and self-confidence.
Speaker 1:
We've covered lots in our episodes, you know, so far, and it's an ongoing opportunity for us all, I'm sure, in terms of levelling up sense of confidence and how we assert ourselves in that moment. But we're putting it particularly around managing in an environment where there's a continuous workload and it's ever growing. So last week was looking at prioritising and managing expectations. So what, who and how do I have those conversations? They're almost like mini opportunities during a working day or shift to just adjust as we go. What we're now looking at at this one is if actually it's time for a bit of a reality check, that it is unsustainable the amount of work that one person has got, then how might we have that conversation in a way where you can talk about the problem and the challenge but without you looking like the problematic or the challenging person, so your reputation is upheld.
Speaker 2:
Yeah, definitely, and it's when you sort of break it down. We can all do this, and I think it's that, focusing on the mutual benefit that this conversation is going to bring for both parties, and that if you respect each other, so I respect myself and I respect you, so to create that win-win environment, it will engender a sense of good communication, great collaboration and consideration of both parties within this, not just one way. So, yeah, it's a real interesting one to explore.
Speaker 1:
I think if we just it might feel a bit left field. But as you know, I just love the new scientist weekly magazine.
Speaker 2:
You do.
Speaker 1:
I always pick up a few little nuggets and I just really like it because it just allows you to make some parallels in some other areas. It blew my mind, deb. There's been a couple of different articles I've read over the years. Actually around the increasing amount of research that is suggesting dental health and how healthy your mouth environment is actually has lots of links to general health and well-being. For example, if you have poor gum health and your gums are inflamed and your teeth are full of plaque, then actually that raises the body's response to inflammation and inflammation and dealing with inflammation is actually a stress response in itself. If you think about it, your mouth is the warning signal to your body for what's happening all around you. There's a little phrase where it said your teeth are your most vulnerable part of your body because it's the first to then spot what is out there in the environment where a skin can heal and grow your teeth. I've got a finite health to it. I just thought that was really interesting. Wow, that's fascinating.
Speaker 1:
Yeah. So with that parallel to the world of work, if there is a buildup of plaque and there's just too much to do, it's not flossed out, it's not being kept clean and flowing and all of that stuff, then actually that can create some very real buildup in terms of mental health issues, feelings of being not good enough and that constant sense of threat. So if we were to take dental health into mental health around, actually, how do we practice good hygiene around our daily practices and every now and then you might need to go to a hygienist and have a good old washer and brush out a bit of a scrub and that can just transform how healthy you feel. I guess what this episode is looking at is, if there is actually a growing realization that you've got to have a conversation to bring people's attention to stuff before it's too late, then how might you do that?
Speaker 2:
Yeah, I mean that is absolutely fascinating, but it does work when we're thinking about how we can renegotiate our workload in that win-win manner. Because if we're assessing our current workload, so we can see what's actually happening in front of us and not ignoring it as you said, you can't ignore a toothache, right? So, and then looking at what are your priorities so do you want your tooth to fall out or not? Okay, you've got to do something about it. You're using that and then preparing I think preparing your case is super important around. How are you going to bring to the table, if you like, the things that are happening, where you can gather that information, so that it's not just done on emotion, it's done on facts and it's done on things that are actually happening, so that you can then, potentially, it would be you initiating that conversation with someone to start to have that conversation about your workload and maybe having to renegotiate what's on your plate in a way that enables you to communicate really effectively when you're in that conversation and we've got a little tool that we're going to share with you in a bit but obviously, again, listening to what's being said on both sides, listening to openly to what that person's saying what you're saying, listening and listening more, seeking clarification and then looking at what could be some alternatives.
Speaker 2:
So the ability to put it in there. It does depend on the relationship and the respect that you have for each other and trust, but putting it in there ready to maybe explore other things, so having that chance to be creative, to come up with new ways of thinking not necessary to do it yet, but a bit of a brainstorm around that and what the alternatives are so that you can then reach that mutual agreement together as to what is going to change or what is going to happen. How is that renegotiation going to take place? And then following it up and evaluating it. So I think there's some things in there that you can absolutely are within your control to do, but it starts with you assessing your current workload, because if you're going to have to renegotiate, you've got to understand where you're heading.
Speaker 1:
I love it, and so I guess what we're talking about before you have that conversation is how you're going to plan your approach. I've got a daily little calendar that has thought for the day, and the one that happened to be on today's one, debs, was written by someone called Ann Lander. Opportunities are often disguised as hard work, so most people don't recognise them. So let's say, for example, task number 10 or expectation number 10 has come on your to-do list. It might be tempting to renegotiate doing task number 10. But if actually task number 10 is something that fills your personal values professionally, that's going to be really useful for you. It takes you closer towards your career vision that you might have.
Speaker 1:
You actually don't want to get rid of task number 10. You might need to get rid of task number one, two and three to free up your time. So not all tasks are equal, not all elements of it are, and there's renegotiating. It's got to work on your terms as well. Actually, are there some things that you want to swap in, swap out, because it's not just the newest task in, that is the first one that should then be refused or moved off? It might be actually getting rid of some of the plaque that is built up, because you might have been doing a temporary workaround as a result of something that happened a while ago that no longer fits the time that you've got in relation to how things have moved on and other opportunities.
Speaker 2:
Yeah, definitely, and it's having, like we like a framework, right, lord. We always like to hang something around. We've done claws, we've done stroke, so I wanted to bring in the one that we've come across, which is CAR C-A-R, because it again gives you something to frame your conversation around, but it also enables you to give it the due diligence, if you like, to really think through what it is that I'm actually asking for and what I'm going to renegotiate on. And the CAR framework enables you to again be really clear and concise and focused on what factors you're going to bring in. As you said, I might love doing task 10, and I definitely don't want to get rid of that one, but you're right, the earlier ones maybe I do. So if you can structure your communication around this framework, it can make a huge difference. So we can explore what that actually means for us, so we can put it into, I suppose, some realistic context around what that stands for and CAR stands for that. It stands for context, action and result.
Speaker 1:
Shall we have a look at it. Yeah, give us a look at CAR. So if you want to drive forward how you negotiate your workload in a win-win way, car is a great way to plan that conversation.
Speaker 2:
So shall we go through it? So let's look at context first, then Law. So it really is providing the context to help the other person understand the situation, the current circumstances you're under, your workload, your responsibilities at the moment or, as we said earlier, anything that's impacting on your ability to manage your workload effectively and being able to describe really well any challenges you may be facing as a result of what's going on for you at the moment. Because if you're feeling overwhelmed, you may be experiencing difficulty in reaching any deadlines that you've got on, or you might be noticing a decline in your level of work or the quality of work that you're putting out. And when you're thinking about providing that context, it's got to be objective around it. Not blaming anyone else is not having emotional language sitting around. It is being up to really be clear on. Let me just set the scene, let me set the context around what that means for me. I'm not. We can have a conversation around it which leads us on to the action. So what is the action that I'm going to take? Clearly state what you're looking for. Don't be around the bush when all my readers something you might say might mean something different to me. So If it is about your seeking to renegotiate your workload, then say that, because then we know what we're doing with you. So be as specific as you can when asking to reduce certain tasks or how many reallocation of any resources that you might have or use or want to be using with somebody else, or even renegotiating on a deadline, which is why you know, I think, we're setting people up for success. Be mindful if you're the leader manager, the person set in the task, I think we have to be building some buffer room, because there's no point leaving it to the last minute and could you just then comes into play, which we talked about last time. It's been smarter around what you're working on, rather than harder, I think. So knowing what that looks like is super important, I think.
Speaker 2:
Also, explain why you need to address this at this moment in time. Give some highlights of what you propose the changes could be and also how it might impact on performance or productivity or whatever might be going on, and definitely on your well being as well. So explain your reasons behind it and hopefully that person will be listening and maybe exploring some more questions. Also, you could potentially offer some suggestions, alternatives to that, so that you can better align with what's going on in your own ability to make that thing happen and sits within your priorities. So that's you know. We've got to the context, we've got to the action you could suggest.
Speaker 2:
So we're looking at what the results could be, or you looking about what the desired outcome, all the desired result, could be.
Speaker 2:
So if we do, we could be you.
Speaker 2:
So ability to have an, if you like, have a result focused mindset, looking for the solution, not just dumping it on somebody's plate, but really giving it some sense of you've given this real considered thought and not just bump, dumping it. As we said, what the benefits for yourself, for the individual, for the team as a whole and being able to use about reducing burnout and work and stress. Then I see, saying that you buy helping me here, it will give more here. So again, setting your stall out, I suppose, and then it's being really willing to want to collaborate on this and find a mutually beneficial solution to how we can address the workload effectively Can just make a big difference. So we've got, we set the context, we've identified what the actions could be and we've also highlighted what the results may be as well, so that we can then step into that conversation with a bit of a script if you like, or given some thought to how you might position that in a way that enable somebody else to listen and then have a good conversation with you.
Speaker 1:
Love it. So that's the car Context action result. Yeah, so if there was an example you could give Debs of what that might sound like. So we're about to have that conversation. Yeah, if last episode was all about the mini conversations, course correcting as we go, this is where there is a need to renegotiate on a bigger picture how workload is going. So what might car sound like in practice?
Speaker 2:
So in practice, and obviously we always say these are our words, you know, make them your own, but you get the gist of what we're saying. So obviously an example of this. So for context, you could say something around. Over the past couple of months, I have taken on additional responsibilities to support the team, whilst also managing my existing workload. Action could be what.
Speaker 2:
I have noticed that this increased workload is becoming overwhelming for me and I'm struggling to maintain the quality of my work to meet those deadlines effectively. Therefore, I'd love to be able to have this opportunity to look at how we might renegotiate my workload and make potential adjustments that would allow me to focus on the higher priority tasks you're asking me to do and better manage my workload. The result would be, by potentially reallocating certain tasks or adjusting those deadlines, I believe we can improve the overall productivity and ensure that important projects are completed successfully. This will also help me maintain that healthy life work balance and prevent me feeling burnt out or overwhelmed, ultimately benefiting both myself, the team and I'm super open to discussing what the potential solutions and collaborating with you to find out the best way forward. Thank you for understanding. Oh, lovely.
Speaker 2:
Then you're open to have a conversation. Yeah, so it's the positive, the potential of the opportunity to how we may I would love to we could then do. It's. The nuances of language are so, so important in those conversations.
Speaker 1:
Well, words are important. That's like magic.
Speaker 2:
That's why we spell them. Yeah, I like that.
Speaker 1:
Yeah, deb's love it. So if you listen to this, thinking that sounded good, could you go through that again? Actually, we are now using, through the powers of AI. There's an automatic transcript that is now done of all our episodes. So since I think, episode 172, there'll be an automatic transcript for each. So this will be written down in the course overview attachment to it if you want it again.
Speaker 1:
But scripts only work for one, but the intention behind it. I think that car is absolutely fantastic, because when you have a planned devs then you can then just have the conversation in the first place rather than kind of putting it off. I thought I might just chuck in a couple of additional basics around negotiation. First off, deciding what your gold, silver, bronze outcome is. So gold is your ideal stance, you go in first of all. So let's say you want to do 40% less, if that's what you're looking to exchange or remove. Silver is your sort of point of balance, so you're happy to kind of leave with that. So that might be 25%. And bronze is your bottom line. So if actually the bottom line is 10%, goes. But in order to agree to that I also need some other trader balls as well. So I guess the typical thing around negotiation is ask for a little bit more, because then it might then get chipped away and then it reduces the amount of resentment that could then build up and you're able to have a win-win kind of outcome.
Speaker 1:
And then the second thing that can just help, talk it about benefits. I think, because I've sort of come from the sales training route, I know yourself as well it's just ingrained to talk about benefits If you haven't been reared in a salesy type of environment. Then made, saved, achieved are three little ways to help articulate the result. Part of car so as a result of your workload being negotiated, what are you going to be able to make, save or achieve? That otherwise would not be able to happen if the workloads were not re-looked at. So let's then help kind of plan how you might link it to is not just me having a problem, it is I'll be able to achieve more or save more or make more as a result of things being shifted a little bit. And I think, linking back to what we talked about last week's episode, you might be the only person in the organization that knows actually what is on your to-do list. Yeah, absolutely.
Speaker 1:
Because you might have different management reporting lines, so no one actually is witnessing all that you're doing. You might be working hybrid. You might be the only person that is doing that role, so we're going to have to speak up for ourselves much more, maybe, than we needed to do in older, more historic working times, because you might be the only person that is aware what is actually on your workload. So if you're not all right, then there's far more at stake as well.
Speaker 2:
Yeah, definitely. I love that. Actually, what you make, save or achieve. I love that because, again, you're offering a solution to the problem and I think that's the difference of coming up with a solution as well as going in with a problem. The amount of times we see people just say about the problem and not have any thoughts around how they might overcome it or make it be different or save something or achieve something different.
Speaker 2:
So I suppose that would be my call to action If you're going to go in and renegotiate your boundaries around your workload, go with the problem or go with whatever it might be that's causing you that sense of feeling, trying to feel overwhelmed or burdened or whatever. Always go in with some solutions to the problem, because that creates a much better conversation. It also shows that you respect the other person enough to have given it that consideration, that thought just, rather than just leaping on in and hope they fix it for you because they won't, because they can't. So if you offer it, then, as you said, it's sort of coming from you and they can see that you're willing, you're not just a blocker, you want to make it work. So then the relationship stays safe and intact because there's been a mutual respect going on.
Speaker 1:
Yeah, I love it. My share of the secret would be think of someone who you're working with who would really benefit from a bit more of this negotiation kind of outlook at it. Just linking back to the phrase I said at the start opportunities are often disguised as hard work, so most people don't recognise them. Let's just back up the truck. The reason why you might need to renegotiate workload is you're an in-demand, hot property, high premium person, and the characteristics of someone that is a high premium person is, even if you might not feel it, you're obviously seen as someone that is capable. So therefore, to match that how you see yourself with how others see yourself, and as well as being able to be capable at doing lots of stuff, you've got to have the capacity as well. It's really important now, and also for long term, to look at some ways that you can use, for example, car to drive that forward and use it as a negotiation angle rather than a refusal to do something.
Speaker 1:
And then you can keep everything kind of moving forward. In fact, funny enough, working on a prep call with a client is probably one of the most famous retailers in the world, and they were using the word solutionize. Oh, we're a height and saying how, what we want to see around us is people bringing forward the solutions. We can all see the problems, so what we actually need is for people to see the problem, and the conversation is around the solution they've been thinking about, not just whining about the problem, basically, and so I thought well, that's quite interesting how there'll be a respect. The skill of being able to renegotiate that workload is also a skill that you're demonstrating about how you handle things as well. So I think this is a real win-win, as we said, in terms of having those conversations.
Speaker 1:
Nice one, and why we were so passionate about focusing on the mini conversations last episode and the big conversations this week is if you don't watch out for yourself, bad things can happen in terms of relentless workload that never seems to go away, which is why we are really looking forward to our guest that we've got in conversation with us next week, where the amazing Alexis neighbor is going to be looking at all things around burnout so what to watch out for, how to prevent it, and I know she's a real expert in that field, so I think that'll be a really interesting and quite hard-hitting episode as well, debs. So a real kind of slightly different take on the topic that we've had this month all about workload.
Speaker 2:
Yeah, looking forward to it, I can't wait. So see you next week, glor. Oh, can't wait.
Speaker 1:
Keep driving that car, debs. I will keep driving that car, I will keep driving that car, love it, love it.
Speaker 2:
See you later, love me, see you, love it. Bye.
Speaker 1:
We hope you've enjoyed this episode. We'd love to hear from you. Email us at secretsfromacoachatolcom or follow us on Instagram and Facebook and, if you're a Spotify listener, give us a rating, as it makes it easier for us to share the secret with others.
