Busy and Thriving

Leading through a peak period isn’t about surviving until things calm down. It’s about leading in a way that sustains performance and people over the long-term. Leaders who step up during peak periods are the ones who remember that work is human. They create space for honest talks. They are careful about their choices. And they look after their teams' wellbeing.

Organizations go through natural cycles and have periods that are busier than others. Maybe it’s the end of a quarter, a big launch, the holiday season, or a major client deliverable. Perhaps the peak period hits at the same time each year. Or maybe everything suddenly seems to have hit at once and the team goes underwater. This is when deadlines pile up, inboxes overflow, and calendars get double-booked. A feeling of being overwhelmed can set in and stress levels often rise.

As a leader, how do you ensure your team continues to perform and stay motivated without burning out?

Make check-ins meaningful.

A leader can have a big impact during peak periods by initiating real conversations. Quick stand-ups, task list reviews, and project updates risk replacing true connections. Leaders ask, “How’s it going?” and get the standard answer: “All good.”

But “all good” rarely tells the whole story.

You must go deeper and know when to slow down the pace. A meaningful check-in doesn’t need to be long, but it must be intentional.

• No distractions. Put the phone down, close the laptop, and give your full attention. Presence demonstrates value.
• Balance performance and person. Start with priorities and challenges. What’s working, what’s not? Leave lots of space to discuss how the person is doing beyond the checklist.
• Keep it natural. Don’t force vulnerability. Not everyone wants to share deeply, and that’s okay. The goal is to create space for openness, not to demand it.

These check-ins also help spot small issues early and offer opportunities to celebrate wins.

Ask, listen, reflect.

Leaders make important connections when they ask good questions. Questions that encourage people to share, think more deeply, and uncover valuable insights. Instead of closed questions like “How are you?” or "Is everything okay?”, try asking:

• “What excites you most about your work right now?”
• “What obstacles are you facing?”
• “What have you learned so far?”

These questions open doors. They encourage people to share not only what they're doing but also what motivates them and where they might need support. They shift the dynamic from manager and employee to one human speaking with another.

Listening means slowing down, holding back the urge to fill silence, and hearing what’s being said. Pay attention to tone, energy, and even to what’s not being said.

When leaders listen this way, team members feel understood and valued. They’re more likely to share early warnings about potential burnout or blockers and are often more motivated to contribute ideas.

Beware of “busy”.

All members of the team have important roles to play in navigating peak periods. Saying “I’m busy” has become a default response when asked about work. But rarely does it reveal anything useful. It makes things unclear and blurs the line between being productive and feeling overwhelmed. Don’t be the person who is always busy or the leader who cultivates a culture of busy.

Here are some tips for teeing up productive discussions when things are busy:

1.      Don’t just say “I’m busy.” Only saying you’re busy can unintentionally shut down conversations and signal to others that you’re unavailable or disorganized. Be clear about what you have on your plate from tasks to deliverables and most of all, share if you need help prioritizing.

2.      Not everything can be a five-alarm fire. When every task feels urgent, nothing truly is. Save urgency for true crises. Overstating urgency creates noise and reduces credibility when genuine emergencies arise.

3.      Don’t mistake being busy with being productive. Focus on high-value tasks. Low-impact activities can seem productive at first. However, they often don’t lead to meaningful results. Focus your time and energy on tasks that deliver the greatest value.

4.      Put things in perspective. Not all work carries the same weight. Step back to see what drives the organization forward and what fills time. This helps prevent reactivity and supports better decision-making when trade-offs are necessary.

5.      Ask: “Am I doing the right work?” It’s not just about doing things. It’s about doing the right things. Regularly check if your efforts match your strategic goals. Are you responding to what’s loudest or most urgent?

Practical Tips

• Replace “I’m busy” with “Here’s what I’m focused on right now.”
• Clarify what matters most.
• Schedule short reflection periods to ask, “Is this the right work?”
• Communicate progress, not just workload. Show how effort connects to impact.
• Strive for focused work rather than constant urgency.

When the next peak period hits, take a breath before diving into the rush. Check in with your team. Really check in. Ask questions that matter. Listen with your full attention. Adjust where needed. Recognize efforts. Validate and meet people where they are.

Peak periods test everyone. They can also be exceptional opportunities to accomplish great things.