Dear CEO —
We were recently made to cut 10% of our staff because the company wasn’t meeting its yearly targets.
I genuinely care about the people on my team and it was one of the most difficult things I’ve had to do as a manager.
I don’t understand how they expect us to keep growing if they’re cutting off our resources?!?
Now we’re being asked to work more hours and hit even bigger goals.
Are they crazy?
How do I tell my CEO I need more help to get all this work done?
— Lisa, Alexandria, VA
Dear Lisa —
I totally get where you’re coming from. It’s really tough to balance the needs of your team with the business constraints your boss might be facing. Having been on both sides of this table, I can share a few pointers that might make a very necessary conversation a bit easier and frankly, more productive.
I can’t tell you how many times I’ve had team leaders come to me asking for more resources without doing their due diligence – pointing only to a higher workload. This is a conversation you must be prepared to sway with logic.
That said, there are a couple of data points that have always effectively moved me when it came to asking for more resources or changing my mind.
Start with Data Please…
Anyone who has worked with me knows I am fond of saying, “In God we trust, everyone else, bring data.” 
I think that holds true for any leader mindful of the bottom-line and the trade offs resource decisions bring.
Start with the facts: Gather some solid data points to show why you need more hands on deck. It could be things like how many extra hours everyone’s working, any delays on big projects, or maybe the number of customer complaints creeping up because things are slipping through the cracks.
Numbers can make a strong case for you.
Show me what could go wrong if we continue this way…
Spell out the risks: Connect the dots between those data points and what it means for the business. Maybe the quality of work is dropping or your folks are burning out and leaving. If you can point to a specific time when something fell through because the team was overloaded, even better. It’s all about showing that this isn’t just about complaining workers; it’s about the company’s well-being.
So what do you propose?
Always bring some solutions to the table: Instead of just presenting the problem, suggest a few ways to fix it. It could be something like hiring a part-timer, or maybe there’s some things that could be automated to free up your team for the bigger tasks.
Sometimes the budget might be tight, and that’s fair. How about suggesting a trial period with a temporary hire? It could ease the budget worries and still prove the point that more hands are indeed needed.
Ultimately, you need to remember that your boss has a lot on their plate too, juggling budgets and maybe pressures from above. Make sure you understand and can align your requests with your boss and company goals. Show that you get the big picture and come in with a mindset to work together for the best outcome.
These conversations are not easy, but if you prepare a clear agenda—what you want to discuss, the data you’ve collected, and your proposed solutions, you are sure to find a solution.
Sincerely,
