Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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question: I’ve always been the “go-to” person for my team, but now my workload has increased to the point where I can’t keep up. I’m worried that if I say this, people will think I can’t handle the pressure. How can I ask for help without damaging my reputation? – Simone
answer: Being the “go-to” person is a compliment, until it quietly becomes a trap. What made you successful early in your career may end up limiting your growth. Even if you feel overwhelmed, it doesn’t mean you’re a failure. It often means that roles have evolved faster than workloads have been rebalanced.
Here are some common mistakes high performers make. They are set to work long hours by default. There are fewer boundaries. The plate then rotates further. That might work for a while, but it’s not sustainable. And that’s not how leaders think. Leaders focus on influence, not endurance.
If you go to your manager and say, “I can’t deal with this,” it’s natural to worry about what will happen. But that’s the wrong framework. This is not a capacity issue. It’s about priorities, efficiency, and influence.
Start by being clear about how you’re using your time. How much of your workload is day-to-day or administrative? That’s necessary, but not the best use of your skills. These are often the first opportunities to improve efficiency through streamlining, delegation, and better use of technology.
Next, shift the conversation from stress to strategy. “I want to focus on the work that brings the most value. I see opportunities to improve processes and reduce low-value tasks so I can stay focused on my high-impact responsibilities.” That shows judgment, not weakness.
If your organization allows it, understand how artificial intelligence and automation tools can support your operations. When used properly, these are not shortcuts, but power multipliers. It helps you process the first draft, summary, and structure so you can apply your time and judgment where it matters most. Smart managers value employees who think this way.
And if you manage people, here’s an even harder truth: Growth requires letting go. You won’t make progress if you do everything yourself. You progress by enabling others and trusting the systems around you. While it may feel safe to keep all the details, it limits both you and your team.
I had to learn this lesson myself. I had a job that I was good at, a job I enjoyed, but eventually I had to leave. Not because I can’t do it, but because my time would have been better spent doing something else. The transition was uncomfortable. That was also necessary.
If you speak the right way, your reputation will not be harmed. The will to burn out. When you ask for help and focus on priorities, efficiency, and smarter ways of working, you mature and demonstrate leadership. The goal is not to do more than that. It’s about doing what’s most important and doing it well.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
