Overworked employees: Lessons I’ve learned
Taking on a larger package of more demanding tasks can quickly become emotionally exhausting. If we also have high expectations of ourselves, it can be a fast track to burnout. I was heading down that path. Fortunately, I managed to stop myself in time and gain some important insights.
Throughout my career, I’ve taken on the responsibilities of colleagues who were on maternity leave. It was no different on the last occasion, but this time I was faced with the challenge of leading the marketing team. Stepping into the role of team leader brought a number of tasks that were new to me. These included planning the activities for the coming year and managing the work of another colleague. In addition, skills such as delegating tasks, assessing their importance and communicating with other managers took on greater significance. All of this, combined with my regular tasks, became overwhelming at some point.
Although I wasn’t alone in my work (the tasks were split between two of us, and other colleagues were available to help), the workload combined with my own inner drivers — such as an overwhelming sense of responsibility for my work and a strong desire for personal and external validation — led to overload. Fortunately, I spoke up about my mental exhaustion in time. With the support of HR colleagues and my line manager, I was able to end the substitution period without any major or lasting consequences.
What did I learn from this experience? Here are some personal insights and reflections I’d like to share:
1 Align expectations with colleagues
In any role, it’s important to know what is expected of us — what tasks we are responsible for, how to approach them, what goals we need to achieve and how much effort is required. This is particularly important when we take on more significant responsibilities or large-scale projects. In my case, I assumed that the management expected our department to maintain the same pace. However, after talking to them, I realized that this was not the case.
This conversation would not have happened if Agitavit did not actively promote the value of open and transparent communication. We’re encouraged to discuss our challenges and raise issues that are important to us. Our performance interviews, which take place three times a year, are not just about career progression, but also create space for additional topics, such as feeling overwhelmed or job satisfaction.
2 Speak up when it’s too much
Hard work is a great quality, but when taken to extremes, it can come at a cost. If the workload or nature of the tasks is causing ongoing stress (beyond a temporary peak season), it’s important to speak up. Even if you’re worried that you might be overreacting, it’s better to express your feelings of being overwhelmed sooner rather than later. The best person to talk to is usually your line manager, as they have direct insight into your work. If this is not an option, it’s worth reaching out to someone else, like HR department.
This ties closely to the idea of psychological safety. Admitting that you are feeling overwhelmed is not easy, which is why is fostering a culture of open feedback so important. At Agitavit, this is embedded in our HR strategy and supported by regular initiatives. That’s why I felt more comfortable sharing how I was feeling.
3 Reevaluating urgent tasks
Is everything that is marked as a priority really urgent? In my experience, the answer is no. When faced with a long list of tasks we’re eager to get done quickly — especially when others may be waiting on us — we easily lose perspective and suddenly everything on the to-do list feels like it belongs in the “urgent” category. I’ve experienced this myself and learned an important lesson: when planning your work, it’s crucial to ask the key stakeholders involved in each activity (e.g. event planning, preparing a proposal) whether certain tasks can wait, what the actual deadlines are and how flexible they could be.
Once I started approaching my work in this way, I often found that tasks could be broken down into smaller tasks, handed off to someone else or postponed without causing major problems.
4 Engaging in well-being activities
Many companies have already implemented or are in the process of implementing employee well-being programs. At Agitavit, we’re encouraged to take part in these initiatives, with some activities, such as sports programs, being co-funded by the company. Internal talks are also organized on topics such as healthy lifestyles. For me, attending a talk on burnout — its stages and how to recognize it — was incredibly valuable. It helped me to become aware of the direction I was heading in and to take action sooner.
At the same time, we had the opportunity to participate in an internal coaching program. Participating both as a coach and as a coachee gave me practical skills and tools that made it much easier for me to take back control and turn things around.
I conclude with the thought that we have the greatest power to influence our own well-being. If we don’t express our concerns or share how we truly feel, others can’t know what kind of help we need — or if we need help at all. Of course, how things unfold also depends on the environment in which we work.
It’s undeniable that companies that invest in the well-being of their employees and create a supportive environment have less absenteeism due to burnout and have more engaged and loyal employees. Personally, I felt heard, understood and received the support I needed. As a result, the company has retained a productive team member who continues to contribute to the company’s success.

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