Whatever the cause... the Government's White Paper, reducing budgets, or just February blues...

stress levels are high. Everyone is complaining about how overworked they are. But is the quantity of their e-mails a measure of their importance, or an inability to manage their workload?
Do long hours suggest a budding chief executive or a no-hoper who can't delegate?
We all have to put the time in when necessary. However, consistent overworking and a need for surgical removal of Blackberries is a bit sad.
The culture of presenteeism is unproductive. Long office hours don't always result in successful outcomes. To be really effective there are a few necessary requirements.
Tools for the job
Accommodation – open-plan offices may get rave reviews from some quarters, but not from me. I like working in an office so I can shut the door occasionally – not waste time booking rooms – and make difficult telephone calls without hiding in the toilets. The most important criteria in determining accommodation is the requirements of the job, rather than a slavish following of the latest facilities fashion.
ICT, including suitable wireless technology
These are the basics before we get on with real work. We must use the best examples in the public and private sector, if we are to get the most out of staff. Most senior jobs have a mobile element and if we are not working on the move, we are loosing money and opportunities.
The right people
One simple rule on people issues, stolen from business guru Jim Collins: ‘Great leaders get the right people on the bus, the wrong people off the bus, the right people in the right seats, and then they figure out where to drive it.' His view is that people are not our most important asset. The right people are.
Stop doing things
Time is wasted when we prop up programmes and projects which have gone way past their sell-by date. Commissioning models are critical for determining what will be delivered. Decommissioning can give an even more powerful message.
Outcomes v inputs
We waste time arguing about structures, job titles and turf wars. Concentrating on the quality of outcome rather than a focus on inputs is more useful. We pay managers to manage. We need to let them get on with it.
HR departments must lead efforts to ensure the effective utilisation of our people. This includes making sure there are constructive debates about what is needed to work effectively, supporting managers, and by leading cultural change which enables focus and direction on the right results.
And if all else fails, try chocolate or new shoes. They work for me!