One of our clients, let's call him Andrew, was a typical example of what we call silent overload. Only one thing nobody saw! \u201eIt's interesting that when the team is doing well, no one asks how I'm doing.\u201d<\/em><\/p>\n\n\n\n Many managers are in the same situation, not only in our country but also abroad. The team works, so the driver's problems go unnoticed. A management overload<\/em> and it is in this silence that he can deepen.<\/strong><\/p>\n\n\n\n Steve Jobs<\/strong> once said. <\/p>\n\n\n\n \u201eit's not the loud mistakes that are the most dangerous, but the little things that quietly accumulate\u201d.<\/p>\n<\/blockquote>\n\n\n\n This is not a crisis, not a crisis, not a disbanded team. Good leaders are often \u201eprocess backers\u201d. They monitor, guide and polish the operation. This is good, as long as it doesn't become permanent. A management overload<\/em> is formed at the exact moment when the price of stability will be the leader's own strength<\/strong>.<\/p>\n\n\n\n When the numbers are good, you are less likely to be asked about the driver's condition. This is very common. Loud conflicts get everyone's attention. Congestion is never sudden, but gradual. Common symptoms:<\/strong><\/p>\n\n\n\n Just 2-3 of these signs may indicate that the management overload<\/em> published.<\/p>\n\n\n\n Real case (anonymous)<\/strong><\/p>\n\n\n\n Zs\u00f3fia, a middle manager in a service company, was always precise and predictable. Her team loved her and management appreciated her. When she signed up for coaching, she said, \u201eI'm not bad, it's just that nothing is filling me up.\u201d<\/p>\n\n\n\n The interviews revealed that his overload was not due to the number of tasks, but to the fact that he was constantly holding a safe point, a \u201esupport\u201d, towards the team. He helped everyone, he smoothed over any conflict.<\/p>\n\n\n\n When he consciously started to give back some of the responsibility, after three weeks he said, \u201eI can't believe how much energy I have again.\u201d<\/p>\n\n\n\n He didn't reduce the work; he just no longer carried the invisible burden alone.<\/p>\n<\/blockquote>\n\n\n\n According to the Harvard Business Review 2023, 59% of managers feel persistently overwhelmed even during periods when team performance is good.<\/p>\n\n\n\n And an analysis in Forbes points out that those who lead a stable team tend to keep the overload hidden for longer periods of time because they \u201eneed to keep the team in good shape\u201d.<\/p>\n\n\n\n On the basis of these management overload<\/em> often not visible from the outside, only from the inside.<\/p>\n\n\n\n Tim Ferriss often writes that \u201ethe system does not break down when we see a failure, but when it is too late and there is no time to fix it\u201d.<\/p>\n\n\n\n Executive overload is just how it works.<\/p>\n\n\n\n It's like lifting a slightly heavier weight every day. You don't feel the increasing load, you just let it go once.<\/p>\n\n\n\n The decisions, responsibilities and tensions behind the curtain are not visible from the outside.<\/p>\n\n\n\n There is no conversation or supportive environment where he or she can be \u201eonly human\u201d.<\/p>\n\n\n\n Coaching is powerful in that there is finally a space where the leader can say what is difficult. During coaching:<\/p>\n\n\n\n This does not mean \u201emore rest\u201d, but less hidden burden.<\/p>\n\n\n\n <\/p>\n\n\n\n It can be a walk, a half hour of looking at the calendar, or a reflection, not on fire-fighting, but on what really makes sense.<\/p>\n\n\n\n Not all questions require a managerial response. This could be a training partner or a professional. Overwork often comes from the manager holding on too long to tasks that no longer belong to him or her.<\/p>\n\n\n\n If you want a supportive professional environment where you can put down the burden and build a new system for yourself, you should check these out:<\/p>\n\n\n\n Organisational development - https:\/\/CoachLab.hu\/szervezetfejlesztes-coachlab\/<\/a><\/strong> Personal coaching, Budapest's best coach (TOP 15) - <\/strong>https:\/\/coachbp.hu\/<\/a><\/p>\n\n\n\n
A one common factor hindering the well-being of managers is managerial overload<\/em>, which often appears where all is well on the outside. The team is stable, performing well, the numbers are good, yet the leader is increasingly tired, impatient and emotionally drained. How does this situation develop, why does it remain invisible for so long and how can coaching be used to restore the leader's equilibrium, even when the environment says \u201eeverything is working well\u201d.<\/p>\n\n\n\n
\n\n\n\nWhen no one asks you \u201ehow are you\u201d... only \u201eyou'll manage, won't you?\u201d<\/strong><\/h2>\n\n\n\n
Your team is stable<\/strong>, worked smoothly, the numbers are good <\/strong>were (sometimes we had a feeling of d\u00e9j\u00e0 vu), and according to senior management, he<\/strong> was \u201ethat man, who can always be counted on<\/strong>\".<\/p>\n\n\n\n
<\/strong>Andras went home every night feeling like he had run all day but never finished. The fatigue was not in his face, but in the way he looked - to anyone who could see it in his face - as he became less and less happy about his successes. In the first coaching session, that's all he said:<\/p>\n\n\n\n
\n\n\n\nWhy does overload appear when everything is going well?<\/strong><\/h2>\n\n\n\n
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So is managerial overload.<\/strong><\/p>\n\n\n\n
It is a situation where everything is fine on the outside, or seems to be fine on the outside, but not on the inside.<\/p>\n\n\n\n1. Team stability often depends on the extra work of the leader<\/strong><\/h3>\n\n\n\n
2. No real feedback from senior management<\/strong><\/h3>\n\n\n\n
<\/strong>Senior management often assumes that anyone who looks calm and leads a stable team is \u201eokay\u201d.<\/p>\n\n\n\n3. The leader does not want to burden the team with his own difficulties<\/strong><\/h3>\n\n\n\n
The leader feels he has to keep everyone, so he does not show weakness.
But this leads to isolation, which is one of the strongest factors in management overload<\/em> behind.<\/p>\n\n\n\n4. Silence makes the problem go unnoticed<\/strong><\/h3>\n\n\n\n
Not for the silent overload.<\/p>\n\n\n\n![\"When](\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-csapat-jol-van-de-a-vezeto-mar-nem-a-vezetoi-tulterheltseg-allapota-pexels-olly-3772618.webp\")
How does driver overload manifest itself? - early signs that many people ignore<\/strong><\/h2>\n\n\n\n
<\/strong>The problem is that a good number of managers it is used to withstanding the load<\/strong>, so you won't notice it in time.<\/p>\n\n\n\n\n
\n\n\n\nOne of our cases<\/strong><\/h2>\n\n\n\n
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\n\n\n\nWhat does the research say? - HBR and Forbes in brief<\/strong><\/h2>\n\n\n\n
Why does it remain invisible? - Tim Ferriss' view<\/strong><\/h2>\n\n\n\n
1. The driver gets used to being a lot of fun<\/strong><\/h3>\n\n\n\n
2. The team does not see the internal pressure<\/strong><\/h3>\n\n\n\n
3. The leader has no space to put his thoughts down<\/strong><\/h3>\n\n\n\n
How can coaching help reduce managerial overload?<\/strong><\/h2>\n\n\n\n
This is much more healing than it sounds at first.<\/p>\n\n\n\n\n
\n\n\n\nThe most common causes of driver overload<\/strong><\/h2>\n\n\n\n
Ok<\/th> Short description<\/th><\/tr><\/thead> Invisible extra tasks<\/td> Under the surface, the driver makes lots of small, quick decisions that no one sees.<\/td><\/tr> Excessive liability<\/td> Taking on the emotional and professional burden of a team is exhausting in the long run.<\/td><\/tr> No supportive environment<\/td> The driver does not get real feedback on how he is doing.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n What can you do if you know yourself? Practical, simple steps<\/strong><\/h2>\n\n\n\n
1. Have a weekly or, if you can fit it in, 30 minutes a day of \u201edriver maintenance\u201d<\/strong><\/h3>\n\n\n\n
2. Give some of the quick decisions back to the team<\/strong><\/h3>\n\n\n\n
This often saves half an hour a day.<\/p>\n\n\n\n3. Find a safe space for your thoughts<\/strong><\/h3>\n\n\n\n
Bottom line: don't carry the burden alone.<\/p>\n\n\n\n4. Look at what you want to keep and what you want to let go<\/strong><\/h3>\n\n\n\n
Where can you find help?<\/strong><\/h2>\n\n\n\n
Leadership development, leadership coaching - https:\/\/CoachLab.hu\/executive-coaching\/<\/a><\/strong><\/p>\n\n\n\n