{"id":31383,"date":"2025-10-13T08:43:47","date_gmt":"2025-10-13T08:43:47","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=31383"},"modified":"2025-12-15T05:10:36","modified_gmt":"2025-12-15T05:10:36","slug":"there-is-a-fine-line-between-protecting-your-team-from-excessive-workload-and-delivering-the-required-work-here-are-five-considerations-for-any-leader-in-a-high-performance-environment","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/there-is-a-fine-line-between-protecting-your-team-from-excessive-workload-and-delivering-the-required-work-here-are-five-considerations-for-any-leader-in-a-high-performance-environment\/","title":{"rendered":"There Is a Fine Line Between Protecting your Team from Excessive Workload and Delivering the Required Work. Here Are Five Considerations for any Leader in a High-Performance Environment"},"content":{"rendered":"\n\n
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\n 13 Oct 2025 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

There Is a Fine Line Between Protecting your Team from Excessive Workload and Delivering the Required Work. Here Are Five Considerations for any Leader in a High-Performance Environment<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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Category<\/div>\n Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/there-is-a-fine-line-between-protecting-your-team-from-excessive-workload-and-delivering-the-required-work-here-are-five-considerations-for-any-leader-in-a-high-performance-environment\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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In an exclusive column, Peter Hodgkinson, the former Head of Build at Mercedes F1, sets out the considerations that helped him to lead in one of sport\u2019s most high-pressured arenas.<\/p>\n \n \n \n

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Main Image: Getty Images \/ Mark Thompson<\/p>\n

By Peter Hodgkinson<\/h6>\n
I am not a fan of Teams or Zoom.<\/h6>\n

Not only is it difficult to fully see someone\u2019s body language, it also makes it near impossible to see a leaking water pipe at the front of an engine!<\/p>\n

In my opinion, you need to be present in a high-performance environment.<\/p>\n

I served as Head of Build at Mercedes between 2011 and 2019, an era when we won five driver\u2019s and five constructor\u2019s world championships. It was a period of unprecedented success for the team and for at least part of that time I worked out of a small, tired office in the middle of the team\u2019s factory.<\/p>\n

It was a terrible space. It had no natural light, the AC was incredibly bad, and the ceiling tiles were water-stained. Admittedly, I couldn\u2019t see those tiles \u2013 or the worn-out carpet, come to think of it \u2013 as easily at 7:30am when six or seven people turned up for work and squeezed into a room that was more suitable for four.<\/p>\n

I wasn\u2019t sad when that office was finally knocked down as part of a factory refurbishment, but it had been a home away from home. For 20 years I\u2019d spent more time there than I did at home.<\/p>\n

\"\"

Peter Hodgkinson holds the Formula 1 Drivers’ and Constructors’ World Championship trophies in his ‘dreary’ former office at Mercedes HQ in Brackley, Northamptonshire.<\/p><\/div>\n

This story (at least my schedule, if not the dreary office) probably sounds familiar to many of you. I was routinely on the road at 5:15am and did not leave until 6:30pm most evenings. Of course, I left my phone on just in case.<\/p>\n

Such scenarios in high-performance are not going to change any time soon, but there are several things that you can do as a leader to protect yourself and your team from excessive workloads while still delivering the required work.<\/p>\n

There are sure to be other things, but these five considerations make a good starting point.<\/p>\n

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  1. Make the time to lead and be seen by your team \u2013 this is gold dust<\/strong><\/li>\n<\/ol>\n

    I believe it was important to be seen and to say at least \u2018good morning\u2019 to as many of my team as possible. I wanted them to feel that I cared for them and I was interested in what they were working on and the issues that they faced; and it was another opportunity for information gathering.<\/p>\n

    When we were in the build period or working on a big update, I would try and get to work in time to talk to the nightshift in Build, Compbond, Inspection etc to get an understanding of the current status and get a head start thinking about what I had learnt. This floor walking \u2013 asking questions, providing challenge, learning about the current status and building relationships \u2013 as I said, I don\u2019t think you can do this as effectively on Teams or Zoom.<\/p>\n

      \n
    1. Manage your workload so you have sufficient capacity to be able to lead in difficult moments<\/strong><\/li>\n<\/ol>\n

      I\u2019ve touched upon this before<\/a>. I never tried to plan more than 30 percent of my day. Most days, meetings were added into my calendar which I needed to attend and, if I had a big gap, I would try and block it out for my work.<\/p>\n

      We think of work as writing plans, answering emails, attending meetings, doing things, etc but floor walking and talking to people is just as important and is part of the job. It might not feel like work as you have nothing physically to show for it, but it is so important as you are building relationships with your team which is an essential part of the trust equation.<\/p>\n

      As a leader, you cannot be chained to your desk doing work, looking at your feet and never lifting your head to talk to your team.<\/p>\n

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      1. Think about achievement<\/strong><\/li>\n<\/ol>\n

        Manage your job list by focusing on getting things done. But don\u2019t just keep adding to the job list. Create movement.<\/p>\n

        Trying to have 70 percent of my day unplanned also meant that I had a pretty good chance of achieving the 30 percent that I did have planned, so I felt like I got stuff done and when I went home, I felt that I had achieved something.<\/p>\n

        This is important. We all like big, long job lists. It makes us feel valued, but if we just keep adding to them it is soul destroying, as you never feel like you have achieved anything. Try and get three things done each day, completed and finished. This is movement, placing a real mental focus on a task to get it completed. This is what I attempted to do from 6:00am to 8:00am each day. With the 30 percent rule, if there is a crisis that does require your full attention, then you should have some capacity to manage it without impacting too much of your day.<\/p>\n

        Dr Ceri Evans got me thinking about tasks in this way:<\/p>\n

        Name it<\/strong>: What is the technical task you are undertaking? Give it a name.<\/p>\n

        Time it<\/strong>: Add a deadline for when you are going to get this task completed. This adds pressure which gives us energy to perform.<\/p>\n

        Move it<\/strong>: Time to step in and perform. Complete or complain, it is your choice. Try three times a day for 15 minutes to focus on a task and get it completed. This is movement.<\/p>\n

          \n
        1. Keep building trust, don\u2019t take it for granted<\/strong><\/li>\n<\/ol>\n

          Trust is at the heart of any team\u2019s performance. Trust is choosing to risk making something you value, vulnerable to another person\u2019s actions. It happens in small moments when you have the opportunity to increase your trustworthiness.<\/p>\n

          For example, I tried to keep meetings to a minimum as I wanted to walk around and talk to people and follow up on issues. It was important to me to be connected to what was going on in the workshops and for the technicians to know that I cared deeply about what they were doing and the effort they were putting into their piece of the puzzle.<\/p>\n

          After clearing as many emails as possible, I would try and get out the door by 6:30pm and leave the Team Leaders to it. As I said, the phone was always on but, on the whole, it didn\u2019t ring that much in the evenings or at night because the team knew what to do and what was required.<\/p>\n

          In short, they had my trust. I believe trust is made up of the following:<\/p>\n

          Reliability:<\/strong> You turn up at the same time every day, you deliver the work, you can be counted on in a crisis to be there. You are present.<\/p>\n

          Competent:<\/strong> You are knowledgeable and you know how to do the work to the best of your ability.<\/p>\n

          Relationship:<\/strong> You need to have a relationship with the people you are interacting with. Find out about what they like and dislike; be curious about them as a person.<\/p>\n

            \n
          1. Embrace the chaos \u2013 this will help your team to grow, improve and become more resilient<\/strong><\/li>\n<\/ol>\n

            In F1, I tried to get to a position where 80 percent of what we did was planned and 20 percent was chaos. The chaos makes the job both challenging and fun. It\u2019s one of the reasons you get out of bed in the morning.<\/p>\n

            When the chaos hits 40 or 50 percent, this is too much and it leads to overload and overwhelm. Cracks will start to show in the team\u2019s behaviours and the quality of the work will decline.<\/p>\n

            As a leader, you need to manage this carefully and do everything in your power to protect your team as much as possible from the really impossible requests.<\/p>\n

            \"\"

            Peter Hodgkinson on the factory floor at Mercedes HQ in Brackley, Northamptonshire.<\/p><\/div>\n

            Sometimes you have to say \u2018no\u2019, but make sure you have other alternative options ready to present. You can\u2019t just<\/em> say \u2018no\u2019. There is a very fine line between protecting your team from excessive workload and delivering the required work to support the plan so if you do push back, make sure you can fully explain your concerns with facts, not just emotions.<\/p>\n

            Peter Hodgkinson is a leadership and performance specialist skilled in helping high-performers become better at what they do. As an accomplished manager and mechanic, Peter has enjoyed almost three decades of success in elite sporting environments. His work in motorsport, as part of winning teams at Le Mans and Daytona, culminated in seven Formula 1 driver\u2019s world championships won at Brawn and Mercedes, where he led car-building operations. Peter was Mercedes\u2019 Head of Build during Lewis Hamilton\u2019s era-defining run of six world titles. After a spell serving as Mercedes\u2019 Head of Employee Engagement, Peter returned to the Factory Floor as Build Operations Manager for the INEOS Britannia sailing team when Mercedes supported their quest for the 37th<\/sup>\u00a0America\u2019s Cup.<\/em><\/p>\n

            If you would like to speak to Peter, please contact a member of the Leaders Performance Institute team.<\/em><\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

            \n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"featured_media":31384,"menu_order":0,"template":"","categories":[20],"pathway":[295],"topic":[318,309,298,296],"sport":[311],"class_list":["post-31383","article","type-article","status-publish","has-post-thumbnail","hentry","category-leadership-culture-performance","pathway-leadership-development","topic-alignment","topic-collaboration","topic-communication","topic-culture","sport-motorsports"],"acf":[],"yoast_head":"\nThere Is a Fine Line Between Protecting your Team from Excessive Workload and Delivering the Required Work. 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