If our CEO tells us one more time that we need to “work smarter,” I’m going to explode.

Dear “Can’t Fit Another Hat on MY head” —

The directive to “work smarter” can indeed feel tone-deaf when uttered after layoffs. It’s important to acknowledge that such sentiments can come across as disconnected from the day-to-day realities of employees.

The appeal of the “work smarter, not harder” mantra often lies in its simplicity and its promise of efficiency. Many CEOs embrace this concept (including me) because it suggests that there is untapped potential or unexplored efficiencies within the organization. However, without concrete strategies and support, it can sound hollow and frustrating.

Bottom line: It’s almost always possible to work smarter. Before you start throwing rotten tomatoes at me, let me explain.

Changing circumstances require changing strategies. You can’t keep doing everything the same way as you always have. Each reorg, though tremendously difficult, presents a new opportunity to rethink things. 

I’ll pause here a moment to acknowledge another reality. I know some CEOs may have unrealistic demands or may not offer the support you feel you need. So you always have the choice to leave, as hard as that may be for you.

However, you also have the choice to readjust your thinking — and develop a plan for accomplishing the truly essential tasks with the people you have. 

So, what should be your next steps? Here are a few suggestions:

Start by initiating a candid conversation with your CEO. Express your team’s concerns and the impact of the increased workload. It’s possible that your CEO may not be fully aware of the ground realities.

Give specific examples: When talking with your CEO, provide specific examples of the challenges faced by your team. Highlight how the “work smarter” directive might be interpreted and request tangible strategies or tools to help achieve this goal.

Prioritization: In times of limited resources, it’s crucial to prioritize tasks. Work with your team to identify high-impact activities and focus your collective energies there. It might be necessary to push back on lower-priority tasks or request additional timeframes for completion.

“Ruthless prioritization” is a term I use to describe the process of aggressively filtering and focusing on the most crucial tasks and objectives. It involves making hard choices about what not to do, just as much as deciding what to do. In essence, it’s about recognizing that time and resources are finite, and therefore, it’s essential to concentrate efforts on activities that offer the highest return or strategic value.

Efficiency tools: Explore whether tools or technologies can automate repetitive tasks or streamline processes. Sometimes, investing in the right software or training can make a significant difference.

I once worked with a company that still used Excel to manage its growing contact list. That system may have worked well when they had only a handful of clients. But with more and more new clients, they needed a customer relationship management (CRM) platform to boost productivity and ensure no action items fell through the cracks.

Delegation and outsourcing: Assess if tasks can be delegated or outsourced. This might help in managing the workload more effectively.

Employee well-being: Advocate for your team’s well-being. Increased responsibilities can lead to burnout, so it’s important to find a sustainable balance. Propose initiatives that support mental health and work-life balance.

Feedback loop: Establish a feedback loop so our team can share their experiences and suggestions. This can help in making informed decisions and ensuring that your team feels heard and valued.

Remember, you are the advocate for your team. Your role bridges the gap between the executive vision and the operational realities. 

By approaching this situation with a constructive mindset and open communication, you may be able to find a path forward that supports both the company’s objectives and the well-being of your team.

Sincerely,