In This Week’s Issue:
Why the same workload hits people differently
How to understand overwhelm without lowering expectations
The difference between skill, capacity, and wiring
What leaders can adjust to reduce overwhelm on their team
Reader Q&A on pressure, pacing, and performance
Setting the Stage
Every leader has seen this happen. You give two people the same task. One handles it smoothly. The other feels buried almost immediately. Same work. Same timeline. Same resources. Two completely different reactions.
Leaders often assume the difference is about effort or attitude. But overwhelm rarely shows up because someone is unwilling. It usually shows up because of how they process complexity, pressure, or change. People simply have different thresholds, and when the work crosses that threshold, overwhelm appears quickly.
Understanding that difference changes how you lead. It shifts you from judging the person to adjusting the support. And it gives you a clearer picture of what your team needs to perform at a high level.
THE BIG INSIGHT
Overwhelm isn’t a character problem. It’s a signal that something needs to shift.
What Overwhelm Actually Looks Like
Overwhelm doesn’t always show up as panic or frustration. Sometimes it shows up quietly. The person slows down. They procrastinate. They ask more questions than usual. They stop making decisions. They try to handle too much alone. Or they shut down entirely.
Most leaders see these behaviors and think the person is struggling with motivation. In reality, they’re struggling with load (not the amount of work, but the weight of it).
When too many things are unclear, urgent, or interconnected, the work becomes mentally heavy. That heaviness is what you’re seeing, not a lack of commitment.
Why Work Hits People Differently
Some people naturally handle layers of complexity. They can track multiple moving parts in their head. They shift quickly between tasks. They operate well in pressure and adjust easily when plans change.
Others need focus. They do their best work when expectations are specific, steps are clear, and priorities are stable. They aren’t weaker — they simply process information in a more structured way.
The problem is that leaders often expect everyone to function like the people with the highest capacity for complexity. That’s where overwhelm starts.
Your job isn’t to eliminate pressure. Your job is to know how each person handles it.
How to Reduce Overwhelm Without Lowering Expectations
Overwhelm isn’t solved by doing less. It’s solved by making the path clearer. Here are a few ways to do that:
Narrow the focus.
When someone is overwhelmed, the first step is to reduce the number of active priorities. Not forever, just long enough for them to regain momentum.
Translate the goal into concrete steps.
Some people need the work broken down before they can see a clear route forward. Once they see it, they move quickly again.
Clarify how success will be measured.
People feel more secure when they know what “good” looks like. Less guessing = less stress.
Check their workload rhythm, not just the workload size.
The issue may not be the amount of work but the timing and complexity of it.
Pair people based on strength.
Someone who handles pressure well can help stabilize someone who needs structure and without turning it into a rescue mission.
These small shifts do more for performance than telling someone to “work harder” ever will.
QUESTIONS
Q: How can I tell who is overwhelmed and who is just disengaged?
Look for willingness. Overwhelmed people want to move but can’t see how. Disengaged people don’t want to move. The behaviors look different when you pay attention.
Q: What’s one quick way to help someone who’s shutting down?
Get specific. Ask them to walk you through the top three things they’re unsure about. Overwhelm shrinks when ambiguity shrinks.
Q: How do I avoid micromanaging when trying to provide clarity?
Set the outcome, agree on checkpoints, and let them own the steps in between. Clarity creates freedom — not control.
Takeaway
Overwhelm isn’t about weakness or capability. It’s about wiring and clarity. When leaders understand how each person processes pressure, they can keep the team steady, focused, and confident (even in busy seasons).
~ Chad Todd
