Insights · Leadership
When Overloaded Managers Need Better Organizational Design
By Andrea Johnson | MorganBlair Consulting
Before adding more training or another task, examine the responsibilities, authority and support built into the manager’s role.
When a manager repeatedly misses check-ins, delays decisions or spends every day responding to urgent requests, leaders may reach first for time-management training. That can help with work habits. It cannot, by itself, resolve a role with too many competing responsibilities or too little authority.
Manager capacity deserves a closer look. Gallup’s September 2026 update on managers and productivity reports that global manager engagement stood at 22% in 2025. It also discusses how larger teams can put pressure on engagement, with outcomes varying by managerial talent and training. Those global findings provide context; they do not diagnose a particular organization. [1]
Before deciding whether an individual manager needs coaching, examine how the work is organized. Organizational design includes the practical arrangements that determine who does the work, who makes decisions and how responsibilities connect.
Look at what the role actually requires
For one representative week, ask the manager to record time spent on direct production, employee support, approvals, meetings and urgent issues. Include recurring work that happens outside ordinary hours. Compare the actual role with the job description and the priorities senior leaders say matter.
Look for work that regularly displaces management. A supervisor may be expected to deliver a full individual workload while also coaching employees, resolving complaints and approving every exception. If people management has no protected capacity, it is likely to happen only after other demands are met.
Match accountability with decision authority
List the decisions that repeatedly stall. Identify who is accountable, who can approve the decision and what information is needed. Where several leaders appear to own the same decision, clarify the final authority and the point at which others must be consulted.
Consider a fictional service manager held accountable for turnaround time who cannot reassign work without two approvals. The delay may reflect the approval structure as well as the manager’s performance. A defined delegation limit could allow routine decisions to move while preserving review of higher-risk exceptions.
Assess the complexity of the team
There is no single team size that works for every manager. Ten experienced employees doing stable work can require a different level of support from ten new employees spread across shifts or locations. Consider the number of direct reports alongside the complexity of their work and the support they need.
Ask how much onboarding is underway, how often employees need decisions and whether the manager has a reliable backup. Review coordination demands between teams. A small team with constant dependencies may consume more management time than its headcount suggests.
Make a focused change before restructuring everything
Choose one recurring bottleneck. It might be an approval, a meeting, duplicated reporting or a responsibility that no longer belongs in the role. Change it for a defined period and agree on the measures you will review.
For example, remove a duplicate status report and use the time for scheduled employee check-ins. Or delegate routine approvals within clear limits and track both turnaround time and errors. Check whether the improvement creates an unreasonable burden elsewhere before making it permanent.
Each option has a tradeoff. Delegation needs clear boundaries and capable employees. Removing a meeting requires another way to share essential information. Adding a supervisor creates cost and another reporting relationship. The right choice addresses the identified problem rather than simply changing the organization chart.
Keep individual and leadership accountability visible
A role review should not excuse avoidable conduct or persistent performance gaps. Managers remain responsible for how they lead. Senior leaders remain responsible for setting workable priorities and providing the authority and resources the role requires.
Training is more useful when a manager has room to apply it. Before sending an overloaded manager to another course, ask what would need to change in the role for that training to make a practical difference.
MorganBlair Consulting helps leaders review organizational responsibilities, clarify decision authority and develop managers within a structure that supports the work.
Source
[1] Gallup — How Managers Impact Team Productivity. Published July 27, 2026; updated September 30, 2026. Includes global 2025 engagement findings reported in 2026. Accessed October 21, 2026.
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