I’ve been wrestling with this phrase: “I’m overcommitted.” It rolls off my tongue easily, especially in seasons where my calendar is stacked and my task list feels endless. But during a coaching call with Mark Sturgell, I had to stop and face the reality that “overcommitted” is actually an oxymoron.
The truth is, I’m not overcommitted. I’m overwhelmed because I’m undercommitted to too many things.
Spinning Plates
Think of the circus act where someone tries to spin ten plates on poles at the same time. It looks impressive for a while—spinning here, adjusting there—but the audience knows what’s coming. One of those plates is going to wobble and fall.
That’s what my workdays feel like when I say yes to everything. A client call, a new project idea, a teammate who needs support, an admin task that feels urgent, but maybe isn’t. I’m not overcommitted to the right things—I’m just touching too many plates to give any of them the spin they really need.
Must Do vs. Should Do
Mark pressed me to think about the difference between “must do” and “should do.” That’s where overwhelm creeps in. It’s easy to fill a day with “shoulds”—tasks that sound good, look productive, and keep the wheels turning. But real growth, real progress, always comes from focusing on the “musts.”
For me, this means asking the uncomfortable question: Which one thing is most important to me right now? Not which three, not which ten. Which one?
Coaching and Autonomy
This challenge isn’t just about me. My team is taking on more responsibility. They’re stepping into roles that require them to manage their own priorities, protect their own time, and make their own decisions. That’s exciting. It means I don’t have to be the point person for everything anymore. But it also means I need to change the way I lead.
I want to coach, mentor, and guide my team—not micromanage them. They need autonomy to handle their priorities in ways that are manageable but still deliver results. I’ve had to remind myself: protecting their time is just as important as protecting mine.
There’s a moment that stands out. One teammate asked me, “Do you just want me to tell you what I’m doing? Or do you want me to actually own it?” That question cut deep. Because if I want ownership from my team, I have to give them space to own it.
Block Time and Focus
Here’s where things get practical. The answer isn’t in adding more efficiency tricks or apps. It’s in block time—setting aside chunks of time where distractions are shut out and focus is locked in.
When I block time for a “must do,” I win. When my team blocks time for their “must do’s,” they win. And the business wins.
This discipline forces me to admit that I can’t do it all. I can’t give 100% to ten different tasks at the same time. But I can give 100% to the one that matters most right now.
The Weight of Undercommitment
Here’s the kicker: the heaviness I feel in busy seasons isn’t because I’m doing too much. It’s because I’ve spread myself across too many things that don’t deserve my full commitment. I’m undercommitted to the handful of things that actually matter.
And that’s what creates the stress, the late nights, the spinning wheels. Not too much commitment, but too little.
Questions I Keep Asking
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What must I do versus what should I do?
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Which one thing is most important right now?
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Am I protecting my time—or letting everything else shape it for me?
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Do I give my team true autonomy, or am I still holding on?
The Bottom Line
“Overcommitted” is a convenient excuse. But it’s not the truth. The real problem is undercommitment to too many things.
I don’t want to be the person spinning plates forever, always waiting for one to crash. I want to be the person who chooses carefully, commits fully, and creates space for my team to do the same. That’s where the overwhelm lifts. That’s where progress actually happens.
