Welcome to Manager Tools. Today's show how to handle a massive workload increase. Part 3. Here we go. While we've covered a lot so far. I knew that it's going to be a long one, but it's a good one. This is good stuff. But for those of us who can't remember more, you know, back more than a couple weeks, where have we been so far on this topic?

Ha ha! Around the world in 80 days.

So look, I think we're on,'re on point six so we're halfway probably

more than halfway and the first point we made was make the right choices.

Look you have to understand that when all of a sudden there's a bunch new work, the

organization assumes that work is going to get done. There may be parts of it you choose not

to do because it's low value. Maybe your sister team got eliminated and now you have twice as much work and they were

doing low priority stuff just like you're doing low priority stuff.

And folks, don't be offended that I say that because every single

one of us has set at our desk at a given time and had something to do that was

significantly important and would take three or four hours and you knew you had to

do it sometime this week it's Tuesday and you knew you had to do it sometime this week it's Tuesday and you turned to it's

your a task for the week and you turned to a bunch of C-level tasks and got them all done and

said I feel good I got a lot done when in fact you know you didn't do the

a task so so those C tasks ought not to be done if you have 85 a tasks to do and so

making the right choices was about recognizing that this new work was going to force some work out of your organization at the bottom.

And you had to make the choice that you were going to do it and you were going to figure out how to do it.

And in doing so, you had to understand that you didn't get to say no.

You had to accept it and you had to allow the cascade of the prioritization of work to work through

your organization and you had to set the right standard in terms of being a leader and a

manager because leadership comes up as an issue as an opportunity for us as

managers when we're when we're faced with this kind of crisis or this kind of

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