Tips for Managing Workload and Developing Administrative Skills

In the fast-paced world of business, requests from senior managers can often appear as non-negotiable demands. Understanding the underlying request can transform how we respond and lead to more effective outcomes. Consider this common scenario: Your CEO casually mentions, “I need the project update presentation by Monday.” At first glance, this sounds like a firm deadline. However, this could be an opportunity for negotiation rather than a strict command. How to Navigate: Clarify the Need Start by understanding the urgency, importance, and significance of the request. For example, you might say, “I understand the presentation is important. Could you share more about what will be discussed? This context will help me prioritize the most critical information.” Assess Your Capacity Evaluate your current commitments. If the timeline is tight due to other priorities, communicate this. For example, “I’m currently wrapping up the quarterly budget review, which is also due Monday. Would it be possible to have an extra day for the presentation to ensure all data is accurately captured?” Propose Alternatives If the original deadline is not flexible, suggest alternatives that meet the need without compromising the quality of work. “If the full presentation can’t be delayed, I could provide a summary of key points by Monday and follow up with a detailed report by Wednesday.” Confirm Agreement and Shared Understanding Ensure you and your CEO are on the same page. “To summarize, I will provide a summary by Monday and the full presentation by Wednesday. Does that work with your schedule?” This approach shows your proactive engagement and respects the executive’s needs while managing your workload effectively. It’s about finding a middle ground that benefits both parties, turning top-down demands into collaborative, negotiable requests. Remember, every executive demand is an opportunity to showcase your strategic thinking and negotiation skills. Don’t shy away from these conversations; they are your chance to lead effectively. #ExecutivePresence #Negotation #TimeManagement #ExecutiveCoaching

"The stress of having so many bosses, so little time, and few resources is getting to me." I spent time the other day speaking with a brand new CMO and offered some advice it has taken me years to learn. It may not be suitable for everyone, but if a pearl works for you... ⏱ Put it down on paper. If you are overloaded write your long to-do list on paper or type it into a document. Get the stressors out of your mind and onto paper, and you will be better able to visualize what you have ahead of you. Once you do that, you'll be better positioned to plan your priorities and consider tasks you can delegate. ⏱ Don't look at the long to-do list every single day. Rather each day, take a few things, three to five is what I usually recommend to my clients, put those on a small note pad, and focus on accomplishing just those.  If there is time after accomplishing those, you can always go back to your longer list. ⏱ On Fridays, review your past week. Were there things that others could have helped you with? Were there projects that could be done better, more efficiently and more effectively? By looking back, you'll be able to tell and move ahead differently for next week. ⏱ If you are structuring a new group, avoid too many direct reports. It's a road to burnoutdom. The rule of seven says that you will be more productive if you can have seven or fewer. I believe that as well. ⏱ Avoid silos of information within your marketing organization and the firm. Some of the most significant stressors I see when working with law firms come when one area doesn't know what the other is doing. The friction (aka complaints) from lawyers and your own staff are generally issues that could have been mitigated by breaking down silos. By creating processes to keep workflows going and putting good communications in place, you can avoid a tremendous number of problems. ⏱ In addition to real getaways, take mini-breaks, even during the day. A walk outside or a trip down the block to grab a coffee can increase endorphins, get your brain cells moving and release some of the pressure. It will also help you think more clearly when you return to the office. ⏱ Learn to say no. One year, I spent several weekends on the phone with a particularly brilliant (yet challenging) lawyer. By the time May rolled around, I realized I was absent from three-holiday celebrations with my family. To some degree, it was my fault for not drawing the line. ⏱ Keep your brain refreshed with new ideas. Be active in industry organizations, for me that means the Legal Marketing Association - LMA International and the International Bar Association, and listen to programs and podcasts on topics you love, even if they don’t relate to your career. I hope you'll share your ideas for how those in leadership positions can achieve more while stressing out less. 

𝗧𝗼𝗼 𝗠𝘂𝗰𝗵 𝗪𝗼𝗿𝗸 𝗳𝗼𝗿 𝗬𝗼𝘂𝗿 𝗧𝗲𝗮𝗺? . . . 🔷A former boss used to say jokingly when the workload became overwhelming, “We have done so much with so little for so long that we can do everything with nothing forever!”   🔷And while it was an excellent way for my boss to reduce the tension of us being “rewarded” with more work based on our team’s successes, my boss acknowledged we were stretched too thin. As a result, if additional personnel weren’t available, other remedies were necessary to prevent burnout and keep everyone sane.   👉Here are a few recommendations when faced with more work than your team or organization can realistically accomplish:   ✅First, be honest with yourself; an overloaded team won’t get everything done. But once you are honest about it and accept the reality, proactive decisions can create adaptability instead of reactivity.   ✅Second, prioritize consciously about what your team will do — and what they won’t. Seek team member input and discuss what is essential to the organization and what may not be a high priority.   ✅Third, communicate your plan with your team and up to your boss, including data, if necessary. Once agreed, hold them (and yourself) accountable. If a “good” idea or additional task arises, ask which priority it takes off the list.   ✅Fourth, look at efficiencies in shared services, delegate projects to other teams, or see if the budget can allow temporary external contractors for help, if possible.   ✅Fifth, reset expectations with stakeholders (external and internal). It is better to reset expectations upfront than to deal with angry and disappointed people when you haven’t met their expectations.   ✅Finally, request more staff. Even if it’s not in the cards right now, making the case early might put you at the top of the list when the budget allows.   👇Below are things leaders should 𝗡𝗢𝗧 do when dealing with too much work:   ❌Keep saying “Yes” to new requests – If priorities keep changing for your team members, then they will eventually lose focus on what is genuinely critical.   ❌Keep starting things – People tend to believe that the best chance for getting more work done is to get more work started. But all that work in process hampers productivity.   ❌Encourage unofficial channels and hidden work – The more the organization is in overcapacity, the more unofficial channels are used, until eventually, the unofficial channels are where all the work goes. And it is hidden.   ❌Introduce a new tool – Rather than look at the overall value stream and how work gets done, performance management tools usually only optimize one part of the process without changing the overall outcome.   🌟Many organizations today are struggling with more work than they have people to get the job done. Whether due to competitive pressures or increased customer demands, leaders need to balance priorities and resources efficiently or risk driving away their talent and end up in a worse predicament.