When feeling overwhelmed by your caseload, it's essential to communicate effectively with your supervisors. Start by organizing your workload and identifying specific areas where you’re struggling. Schedule a meeting to discuss the issue, focusing on facts rather than emotions. Express your concerns professionally, using clear examples of how the current workload impacts your performance or well-being. Propose possible solutions, such as delegating tasks, adjusting deadlines, or reallocating resources. This approach demonstrates initiative while highlighting the need for support to maintain quality work.

I find it’s difficult to ignore and argue facts and numbers. For myself and those counselors I’ve worked with, I used a caseload management sheet in excel showing each client (de-identified) and the expected units needed to provide them care. I then had a column showing actual units to identify the variability in care needs. I combined this with time tracking for notes, group work, case management and other duties to show how the workload was managed and time taken. I was pleasantly surprised at how this offered counselors the ability to make adjustments to their time management and work flow OR the tools to properly advocate for an adjustment in caseload or duties.

I think open and honest communication is key. Build rapport with your manager and colleagues. Do not hesitate to ask for help.

When expressing overwhelm to supervisors, focus on clear, solution-oriented communication. Share specific examples of your caseload and how it’s affecting your ability to maintain quality. Use "I" statements to frame your experience, like, "I’m concerned I can’t give each case the attention it deserves." Propose solutions, such as re-prioritizing tasks or adjusting deadlines, to show your commitment to balancing responsibilities. This approach not only highlights your proactive attitude but also opens the door for a collaborative discussion, ensuring that both your well-being and the organization’s goals are supported.

Express with statistics and facts, not emotion. Unfortunately leadership won't respond to emotion, but they will respond to facts. Then, propose tradeoffs. People like options, "Because I am forced to work on this, I am unable to give proper attention to this other initiative." Then seek guidance on how to better prioritize, so management can see that your burden is having real-life impact.