Address organizational stress factors with the TOP Structure

Managers are often responsible for overseeing multiple teams, each with their own set of goals and responsibilities. We often encounter managers challenged with keeping track of a multitude of small and large issues faced by each team: Everyone has a sensation that things aren't progressing fast enough, yet people are constantly stressed with the sheer amount of topics to coordinate. Progress is often disappointing, and the longer it takes, the more things pile up. This creates a vicious cycle of context switching that leaves stakeholders frustrated, teams feeling micromanaged - and the manager burning out.
Stress is often related to high amounts of "Work in Process," which affects both workers and decision makers. Especially people who have to deal with a multitude of stakeholders with different needs and priorities often struggle juggling requests and keeping stakeholder mood positive.

A classic approach is the creation of "tracking lists," which - despite all the electronic tools we possess today - are still often spreadsheets on an individual's computer, and these lists have a tendency to grow larger and larger: an inventory of undone work, with bigger and bigger piles turning amber and then red, already inducing stress when opened.
While tracking lists help keep things organized, they don't fix the problem: The problem is "Work in Process," caused by too many things being "important."
People using the TOP Structure have seen massive declines in Work-in-Process, reducing the amount of work items that need to be tracked, reducing the stress associated with trying to catch up.

This relieves stress in management, improves stakeholder communication and offers teams more degrees of freedom.