Whether you're a team member, a team lead, or a manager, you need to know how people elude assignments. If you're part of a team that's consistently and seriously overworked, avoiding additional action items is just about your only defense against overload. If others are better at it than you are, you'll end up with more than your share of the load. As a team lead or manager, noticing these patterns can be your first clue that people are overloaded.
To begin, here are some tactics people use to shift burdens to others, unfairly.
- Never finish action items you already have. That way, you can say, "I have too much on my plate right now."
- Don't offer new ideas. Offering new ideas is a great way to get asked to execute them. See "The 'What-a-Great-Idea!' Trap," Point Lookout for February 28, 2001, for more.
- Belong to more than one team. That way, you can always decline action items by saying that your load from the other team is too high.
- If several heavy action items might be headed your way, taking the earlier light ones gives you a pass to decline the heavy ones later. People see the numbers more clearly than the weight.
- Get involved in future planning. Then, if someone presses you to start contributing to current efforts, you can say that you expect to be involved in that future effort, and you don't want to over-commit.
- Offer to assist with, not lead, a critical task that's in serious trouble. The level of effort required can be quite small. If any action items come your way, you can say, "I'm already helping out with the finger-in-the-dike project."
- Have responsibility for something really important or very unappealing. That way, people will avoid giving you anything that might distract you from your task.
- Volunteer for Consistent action item evasion by
some team members can lead to
resentment, polarization, formation
of cliques, and other symptoms
of toxic conflicttasks that are especially easy for you, either because you've already completed them, or because you have pieces of them already done. People will give you credit for the full effort, but the cost to you is less than they imagine.
And here are some tactics for avoiding action items fairly.
- Attend meetings. You usually get more action items when you aren't there.
- Don't be the first to raise a new topic that could result in action items for others. This only invites retribution.
- If doughnuts, coffee, or anything with sugar or caffeine is being served, abstain. Leave the sugar and caffeine for others. Let them get hyped up.
- If you're the lead or chair, and nobody steps forward for something, rather than taking the action yourself, take the action to find someone to do it.
- If you're the lead or chair, don't wait for meetings before asking someone to accept a task. Approaching people in advance lets you do horse-trading in private.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Personal, Team, and Organizational Effectiveness:
- Make Space for Serendipity
- Serendipity in project management is rare, in part, because we're under too much pressure to see it.
If we can reduce the pressure, wonderful things happen.
- When We Need a Little Help
- 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?
- Our Last Meeting Together
- You can find lots of tips for making meetings more effective — many at my own Web site. Most are
directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
- Hill Climbing and Its Limitations
- Finding a better solution by making small adjustments to your current solution is usually a good idea.
The key word is "usually."
- Bottlenecks: I
- Some people take on so much work that they become "bottlenecks." The people around them repeatedly
find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrqEupuCVOCAQNIpzner@ChacSLKjCXOOYbOGMFNCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.