Bring the pace and workload to something the team can sustain, so you address the cause of burnout, and make a sustainable pace the ongoing norm.
Adjust workload, priorities, and expectations to a sustainable level. A sustainable pace is one the team could hold indefinitely, not just survive to a deadline. If you cannot name what will actually come off the plate, the pace has not really changed, hope is not a workload plan.
| Source of overload | What to change (reduce / resequence / say no) | New sustainable expectation |
|---|---|---|
Where the overload is too much work for the capacity because of broken workflow, route the workload mechanics to the operational side (productivity and workflow) while you protect the people here. This framework handles the human pace, not the process redesign.
Reading the result: if you cannot name what comes off the plate, nothing has changed. At Step 5, build the sustainable pace into how the business normally runs, or burnout returns with the next busy season.
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