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    Growth Performance

    Workload Clarity Audit

    Assess how clearly defined, planned, and sustainable your workload is across four dimensions: task clarity, planning habits, delegation, and recovery.

    Purpose: Allen's Getting Things Done research shows that the primary source of work stress is not volume — it is incompleteness and ambiguity. When tasks are unclear, commitments are held in memory, and planning is reactive, cognitive load multiplies even when actual workload is manageable. This audit identifies where your workload system is working well and where lack of clarity, planning discipline, or recovery is making your work harder and less sustainable than it needs to be.

    Instructions: Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree) based on how consistently and accurately it describes your current practice. Be honest about how things are, not how you would like them to be.

    Progress0 of 20 items completed

    1.Task Clarity

    How clearly defined your work actually is. Vague tasks and fuzzy commitments create hidden cognitive load and make prioritisation almost impossible.

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    out of 25

    Every significant task I own has a clear definition of what done looks like

    I can tell at a glance what is on my plate and what its current status is

    My task list does not contain vague items like 'think about X' or 'follow up on Y' without a clear next action

    I capture every commitment I make as soon as I make it, so nothing important lives only in my head

    I regularly review my full task inventory rather than working from a partial picture held in memory

    2.Planning Habits

    Whether you plan your work before your calendar plans it for you. Reactive planning means other people's priorities fill your time by default.

    -
    out of 25

    I plan my upcoming week before it starts, deciding what I will work on and when

    I block time in my diary for focused work, not just for meetings and calls

    I am realistic about how much I can complete in a day and I rarely create a daily plan that is impossible to deliver

    I have a consistent weekly review habit that clears my system and prepares me for the next week

    I end each working day knowing what my first action will be the following morning

    3.Delegation and Offloading

    Whether you hold the right work and let go of the rest. Doing everything yourself is not a virtue — it is a bottleneck and a development failure for the people around you.

    -
    out of 25

    I regularly ask myself whether a task needs to be done by me or whether it can be delegated or dropped entirely

    When I delegate, I communicate clearly what I need and by when, so I do not need to chase progress

    I am comfortable releasing a task once I have delegated it, rather than hovering or quietly redoing the work

    I have a way of tracking delegated tasks so they do not fall through the gaps without becoming a micromanagement system

    I periodically review my commitments and actively remove things I no longer need to be doing

    4.Recovery and Sustainability

    Whether your current workload pattern is sustainable. Chronic overload does not make you more productive — it makes you progressively less capable of producing high-quality work.

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    out of 25

    I take proper breaks during the working day that genuinely restore my concentration and energy

    I have clear boundaries around when my working day ends and I mostly hold to them

    I rarely feel that my workload is fundamentally unmanageable for more than a week at a time

    When my workload spikes, I have strategies for absorbing the pressure without it affecting my health or performance

    I feel in control of my work more often than I feel overwhelmed by it