What to do when your workload becomes unsustainable

It starts innocently enough: you say “yes” to a new responsibility, another project, or a task outside your job description. It feels like the right thing to do. After all, you want to support your team, your boss, and your company. But before you know it, you’re stretched so thin that you’re working late into the night, stakeholders are dissatisfied, and your career growth is stagnating. Sound familiar?

This story is all too common. A leader keeps saying yes, believing they’re doing what’s best for everyone, only to realize they’re in a no-win situation. The irony is that working long hours and obsessing about work doesn’t actually make us better at our jobs. Over time (no pun intended!), this behavior can be detrimental to your productivity and efficacy, and leads to higher rates of burnout—and worse. The World Health Organization found that working 55 or more hours a week (compared to 35-40) is associated with a 35% higher risk of a stroke and a 17% higher risk of dying from heart disease.

Let’s talk about how to navigate this scenario before burnout and frustration derail your career—and your health.

The trap of unlimited responsibility

One leader, let’s call him Anthony, recently shared his experience with me in a coaching session. After repeatedly taking on additional responsibilities at the request of his boss, he found himself working long past the end of the workday, often until midnight. The long hours took a toll on his professional and personal life. Anthony felt like he couldn’t be truly present for his kids, and regretted missing some special moments. At work, stakeholders were voicing concerns that he wasn’t giving them enough attention (which was true; he was stretched too thin), and his 360 feedback reflected their dissatisfaction. But despite all of Anthony’s efforts, he wasn’t promoted. Instead, he was perceived as an “empire builder,” someone accumulating responsibilities for personal gain, a frustrating mischaracterization considering his leadership had voluntold him for these expansions.

Anthony’s story underscores a harsh reality: in the long term, working yourself to exhaustion without clear agreements or boundaries in place doesn’t benefit you or your organization.

Ask yourself: In what ways, if any, do you relate to Anthony’s experience?

Don’t say “yes” without an agreement

One of the most damaging beliefs leaders can hold is that “sucking it up” will eventually lead to recognition or rewards. Taking on more than you can handle without adequate resources or authority sets you up for failure. And when you fail to meet expectations—unrealistic as they may be—the narrative rarely reflects the lack of support you faced. That’s why it’s so important for you and your leader to be on the same page. Before you take on any new responsibilities, establish clear agreements with your leader. These agreements should outline:

What success looks like: Define measurable outcomes that align with both individual and organizational goals. This ensures that you and your leader have a shared understanding. Without this clarity, success becomes a moving target, leaving you vulnerable to subjective criticism and shifting expectations.

The resources you’ll receive: Ensure there is clarity on additional headcount, budget, tools, or time allocated to achieve the goals. Be specific about what you need and when, as vague promises often lead to unmet expectations.

How priorities will shift: Agree on what tasks or responsibilities can be deprioritized or reassigned to make room for the new ones. Be explicit about timelines and ownership to avoid confusion

As you come to terms, make sure to send a follow-up email to ensure everyone is on the same page about the agreement. This allows you to revisit the conversation and recalibrate expectations if necessary. Memories can get fuzzy, especially when things go awry.

Ask yourself: What steps can I take to ensure there are clear agreements in place before taking on new responsibilities? How can we revise them regularly to stay aligned?

Know when enough is enough

How many times have you seen a role split into multiple positions after someone leaves? It’s a sobering reminder that organizations often fail to address unsustainable workloads until it’s too late. Don’t let this be your story. When your role becomes too much, consider these steps:

Define the ideal job scope: What should the role realistically encompass? Compare this to your current responsibilities to identify gaps or overextensions.

Reconsider the appropriate level: If the demands of the role go far beyond your job description, your position might need to be elevated. A more senior title could bring the authority and resources required to succeed.

Evaluate internal opportunities: If your current role cannot be right-sized, start exploring positions within your organization that are set up for success. Seek roles with clear boundaries and support structures.

Walk away: Knowing when to raise the flag and say, “enough” isn’t weakness, it’s wisdom. Sometimes the best decision is to leave an organization. Instead, seek out an environment where you can thrive without compromising your health or reputation.

Ask yourself: What changes can you make to your current role to better align it with a manageable job scope?

Leadership isn’t about how much you can endure. To quote Arianna Huffington, “Burnout is not the price you have to pay for success.”  Burnout and exhaustion are warning signs that something needs to change. As a leader, it’s your responsibility to set an example for your team by knowing your limits and addressing challenges head-on. So the next time you’re asked to take on more, pause and reflect on how you can drive results while maintaining balance and sustainability. Your work—and your health—will thank you.