CEOs, board chairs, department heads and team leads of all kinds sometimes seek people to handle specific, time-limited tasks. Asking the group for volunteers works fine — usually. There are alternatives.
eaders of all kinds ask for volunteers for specific, short-duration tasks. Volunteers tend to be more intrinsically motivated — they want to do well because they sought the assignment. Yet, asking for volunteers isn't always as easy as we'd hope. Here's Part I of a collection of tactics to help you through the sticky situations that sometimes arise when asking for volunteers.
Huskies along the trail during start day, March 1998, Iditarod Trail Sled Dog Race. At distances over ten miles, the racing sled dog is the fastest animal in the world. There is a widely-held, but false, belief that sled dog teams are hierarchical, and that the lead sled dog is dominant. In racing, the need for high performance creates a need for absolute teamwork, which is incompatible with hierarchy. Position along the gang line is determined not by hierarchy but by the talents required for that position, and by matching partners. This might explain why a common problem plaguing dog drivers is of the too-many-volunteers type. In a book co-authored with Lorna Coppinger, , Raymond Coppinger tells a story about his dog Rena that illustrates this point. One race weekend, Rena had sore feet and he had to leave her at home. She howled continuously for days, and when he returned she was so hoarse that her barks were nothing but squeaks. Rena would not be denied. Note: Although some consider the Iditarod to be cruel and abusive of the dogs, sled dog racing generally is less controversial. Photo by Jeff Schultz, courtesy the U.S. Library of Congress.
When nobody volunteers
Very little is more demoralizing to a team leader than that awkward silence that follows a request for volunteers. People tend to assume that nobody wants the job, and filling the position in question — or other positions, too — can become more difficult.
Perhaps the job is repugnant or stigmatized. If so, sweeten the package somehow in advance.
But silence doesn't necessarily mean nobody wants the job. People can decline for fear of rejection, or overload, or because they anticipate more appealing opportunities.
If you expect awkward silence, consider whether you're asking too much, or whether your past behavior might be at issue. Perhaps people see working with you as risky, or not worth the trouble.
If your requests are reasonable, if you've treated volunteers well, and you still have trouble, then seek volunteers in other ways. Try personal contact by email, telephone, or in face-to-face.
When too many volunteer
When too many people volunteer, you must choose some and reject others. In a healthy team, this isn't a big deal. People know that your selection of others doesn't necessarily reflect on those not selected, and they know that other opportunities will follow.
Accepting all applicants isn't a solution, because it fails to address the basic problem: too many for the task at handBut if some team members might experience painful rejection, your choice to accept other offers can be problematic. This can happen to team leaders who've acquired a reputation for setting team members against one another, or who've used plum assignments as a means of creating competition. Or it can happen when leaders systematically reject the offers of some team members without explanation, or when team leaders have played favorites.
Accepting all applicants isn't a solution, because it fails to address the basic problem: too many for the task at hand. If you expect that too many will volunteer, make your request in a way that limits this risk. Make your request offline, and apply an objective criterion such as "first to reply." Or contact individuals by telephone or in person.
The leaders' own motivations are also important. Some examples: we might ask for volunteers because we seek the validation that volunteers provide; or we might fear being rejected if we simply ask someone to take on added responsibility. Dealing with these issues by shifting the burden to the team isn't likely to work — people can sense the true motive. Seek volunteers because you really want volunteers.
Next time, we'll turn to questions about getting the right people and the right leadership. TopNext Issue
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Our plans, products and processes are often awkward, bulky and complex. They lack a certain spiritual quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make things so complicated?
When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets, rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
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Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have some kind of power over you. What do they look for? What are the key elements of an effective pitch? What does it take to Persuade Power?
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eaders of all kinds ask for volunteers for specific, short-duration tasks. Volunteers tend to be more intrinsically motivated — they want to do well because they sought the assignment. Yet, asking for volunteers isn't always as easy as we'd hope. Here's Part I of a collection of tactics to help you through the sticky situations that sometimes arise when asking for volunteers.
Top 
Next IssueAre your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Abraham, Mark and Henny
Should I Keep Bailing or Start Plugging the Leaks?
Shooting Ourselves in the Feet
Selling Uphill: The Pitch
Obstacles to Compromise
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Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008 with 101 new tips! Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
