Agency Burnout and What Timesheets Reveal

There is a quiet crisis unfolding inside agencies, one that shows itself less in missed deadlines and more in the human toll. MM&M recently highlighted how timesheets, supposedly objective tools to measure workload, are sometimes ignored or under-reported, even when they show 50 to 60 hour workweeks. The article notes that “timesheets, sometimes showing 50 to 60 hour weeks, are either not checked or checked and ignored by bosses,” exposing how the tool is often ineffective as a safety valve for teams under pressure.

A survey of 92 agencies cited in the same article reveals that only about 68 percent of organizations even use timesheets to track hours. For those that do, the average “full time equivalent” week reported was 38.3 hours in 2024. On paper, that may seem reasonable, but insiders warn it likely masks unreported overtime, extra work done late at night, and stress that never gets logged. Timesheets in practice often fail to reflect the real human workload.

The problem is deeper than numbers. Burnout isn’t just about hours. It is about clarity, control, support, and recognition. Many agency cultures normalize overwork, reward constant hustle, and leave staff feeling they must choose between honesty about their capacity and keeping clients happy. When managers overlook what timesheets show or pressure employees to under-report, the data becomes meaningless. Teams drift toward overload and the warning signs of burnout remain hidden until they manifest as exhaustion, disengagement, or turnover.

Some agencies are experimenting with solutions. Monthly forecasting meetings, better workload distribution, and flexibility in project deadlines are helping leaders spot stress before it escalates. Others are giving staff mental health days, promoting open conversations about workload, and reducing layers of approvals or unnecessary bureaucracy. These efforts recognize that preventing burnout requires both structural and cultural changes, not just tracking hours on a sheet.

Ultimately, addressing burnout means leadership must pay attention to the hidden stories in timesheets, not just the numbers. It means creating a culture where staff feel safe admitting they are stretched too thin, where workload is managed proactively, and where productivity does not come at the cost of wellbeing. Agencies that ignore these signals risk losing their most valuable asset: the people who create the work that drives their success.

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