Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 49;   December 3, 2003: When We Need a Little Help

When We Need a Little Help

by

Sometimes we get in over our heads — too much work, work we don't understand, or even complex politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?
Helping each other

Resigned, Andrew finally tapped on Jane's doorframe. He needed help and he hated needing help, but Jane was the right person to ask. "Andrew. Come in," she said, grabbing her coffee mug and rolling over to her conference table. Nobody had ever seen Jane more than two feet from her coffee mug. "So…" she said.

"Marigold won't make the date," Andrew began, "and I have to tell Emmons in an hour. I remember you had some success with him when Metronome was late, so I thought you could give me some insight."

Jane sipped as she looked at Andrew across the top of her mug. "Sure," she said. "The key is to ask him for help."

Dejected, Andrew sighed.

Andrew has struggled to ask Jane for help, and now he's learned that he'll have to do it all again with Emmons. Why is asking for help so difficult for so many? Here are three reasons.

Education and training
Although We sometimes fear
undesirable consequences
so much that we risk
failure rather than
ask for help
team projects in school are common now, they were rare even ten years ago. Most of us were expected to work independently all through our education. To do otherwise was "cheating." We carry with us a sense that asking for help is a mark of inadequacy.
Deep cultural values
In many cultures, we learn at a young age that individual accomplishment is most prized, especially if it's achieved in opposition to conventional wisdom. Asking for help, we "spoil" any chance of becoming the lone hero we so admire.
Fear of imaginary consequences
We sometimes fear undesirable consequences, especially from those with organizational authority over us. Even when these fears aren't supported by actual data, they can be so strong that we risk failure rather than ask for help.

As leaders, we can do much to encourage help seeking.

Ask for help
When you need help yourself, ask for it. Be open about the request, and be open about having received help.
Be explicit
When you charter an effort, be explicit about your expectations: "I think you have all you'll need for this," or "If you run into any problems I might be able to help with, let me know." Be clear about your own expectations.
Establish and maintain the universal context
Define and clearly communicate your expectations about assistance with load management, resource allocation, or politics. Be consistent. And when asked for the help you've been promising, deliver it.

When we need help, and we delay asking for it, we squander the most important resource that people need to help us address the problem: time. What do you need help with right now? How soon can you ask for it? Go to top Top  Next issue: Help for Asking for Help  Next Issue

Next time: tips for asking for help.

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The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

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