Team leadership: The fine line between ambitious requirements and excessive demands

What it’s all about

Efficient team management requires not only the ability to delegate tasks and set goals, but also a keen sense of the workload levels of team members. Overload can have a significant impact on the productivity and well-being of staff. Managers must be able to recognise signs of excessive demands at an early stage in order to take timely countermeasures. The most important characteristics and behaviours that indicate that a team is overloaded by the tasks to be completed or the required work performance are described below.

Physical symptoms of overload

A first and often clear sign of excessive demands are physical symptoms among employees. These include frequent sick days, constant tiredness and exhaustion. Employees may report chronic headaches, muscle tension or other stress-related complaints. Long-term physical symptoms such as insomnia and stomach problems can also indicate persistent overload.

Emotional signs

Overworked employees are often characterised by irritability, frustration or general depression. They may appear stressed and tense, and there may be sudden mood swings. A persistent feeling of helplessness or being overwhelmed is also a clear indication.

Quality of work

Another indicator of excessive demands is a drop in the quality of work. The frequency of errors, inaccurate or incomplete work results and a general decrease in accuracy and precision indicate that employees are overwhelmed by the workload. This inevitably results in an increase in the amount of corrections and rework.

Decline in productivity

The next indicator is a decline in productivity. Even with longer working hours and increased effort, results fall short of expectations. Efficiency decreases and tasks are completed more slowly or incompletely. The general performance of the team decreases.

Absenteeism and staff turnover

Increased absenteeism and a rising staff turnover rate are also signs of overwork. Employees who feel permanently overwhelmed are more likely to take sick leave or leave the company in search of a less stressful working environment.

Communication and team dynamics

Excessive demands also have a significant impact on communication and team dynamics. Misunderstandings, conflicts and tensions within the team increase. The willingness to work together decreases and the atmosphere in the team becomes increasingly tense and conflict-ridden.

Innovation and creativity

An overstretched team often loses its capacity for innovation and creativity. There is a lack of energy and time to develop new ideas or find creative solutions. Employees tend to stick to routines and avoid change or improvement.

Changed behaviour and mood

Managers should pay attention to changes in the behaviour and mood of their employees. When committed and motivated team members suddenly become withdrawn, apathetic or cynical, this can be a sign of overload. These changes in behaviour indicate that employees are no longer able to cope with the demands.

Decrease in initiative

Another important characteristic is a decrease in initiative. Overworked employees show less proactive behaviour and wait for tasks to be assigned to them instead of independently looking for solutions or contributing new ideas. As a result, projects come to a standstill and overall team performance declines.

Conflicts and tensions

An increase in conflicts and tensions within the team is also a clear sign of excessive demands. When the pressure increases, differences of opinion and disputes increase. This puts an additional strain on teamwork and makes it more difficult to achieve goals.

Confusion and lack of prioritisation

Overload is often reflected in confusion and a lack of clarity regarding priorities. Employees do not know which tasks should be completed first and lose track of the content of their work. The consequences are inefficiency and increasing frustration.

Resignation and indifference

Resignation and indifference are serious signs of profound overload. Employees who see no prospect of improving their situation withdraw emotionally and only do the bare minimum. This resignation can lead to a loss of valuable talents in the long term.

Conclusion: Vigilance and powers of observation

Managers must be vigilant and attentive in order to recognise these characteristics and behaviours at an early stage. Recognising excessive demands at an early stage makes it possible to stop negative developments and safeguard the well-being and performance of the team. Careful observation and regular dialogue with team members are crucial to ensure a healthy and productive working environment.