Q A couple of my team members are leaving for new opportunities and aren't going to be replaced. Our workload isn't being reduced, though. How can I adjust so that the remaining team can successfully get everything done?
A Prioritize the work, look for ways to streamline and be equitable in increasing team members' workloads. And be a voice of reason by pushing back on unrealistic demands.
The inner game
Examine what you control. Some of your workload may come from your management style. If you require too many status reports or time-intensive team meetings, consider changing your approach.
Don't let trying to be perfect limit the amount of good work you can deliver. This may not be easy to think about -- it's very satisfying to strive for perfection. But you might have a 500 percent approach where a 100 percent approach might do. Or, you might have a customized process in place where a standard one would be sufficient. You also could influence your clients to move away from "wants" to get more of what they need.
Finally, you and your team can control your attitudes. Instead of "we'll never get it done," choose an attitude of "what can we do and how can we do it?" This starts at the top; if you're positive and innovative, it'll help your team follow.
The outer game
Perhaps the most challenging step is to push back against the organization. At some point, demands are simply unrealistic, and as the leader it's up to you to make the case that a certain number of people is needed to achieve the desired quantity and quality of work.
