Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 50;   December 10, 2003: Help for Asking for Help

Help for Asking for Help

by

When we ask for help, from peers or from those with organizational power, we have some choices. How we go about it can determine whether we get the help we need, in time for the help to help.

Marigold was now hopelessly late, which is why Andrew was now sitting in Jane's office, asking for advice. "So you think asking Emmons for help is the way to break the news," he said.

"Yup," said Jane. "Worked for me."

A cup of coffeeAbsorbing this, Andrew realized that Jane probably knew how to go about it. "OK, but how can I make sure we get the help we need, and not what he thinks we need?"

"Easy," Jane said, "you do your homework first. Show him what's going on and why, compressing it to keep his attention while you lay out the story. You have to make it interesting."

"Sounds good, but how?"

"Start by asking him for ten minutes — that should be enough. Then you lay out the headline, and go from there."

Jane has just given Andrew three of the keys for asking for help successfully. Here are ten tips for asking for help.

Work with your peers
before you go upwards
in the organization
Do everything you can do first
Ask for help only after you've done what you can in your own circle of autonomy. Work out whatever you can with your peers before you go upwards in the organization.
Choose your forum
If your needing help would be embarrassing to you or to anyone you ask for help, think carefully about the forum in which you make the request. Be discrete.
Ask permission
Work out a mutually agreeable time and setting for making your request.
Ask early
The temptation to delay is strong, because we often hope that the problem will resolve itself. Resist temptation. If you wait until panic sets in, you risk foreclosing options.
Deliver the headline first
Begin with the big idea — don't build up to it. For instance, Andrew could say, "Marigold will be late, and I need your help."
Organize your options
Have in mind at least a couple of kinds of help. The third one can always be: "Can you suggest something else?"
Have a clear objective
Define the problem, and then describe the solution you have in mind. Whether you need advice, expertise, or resources, ask for it specifically. Be clear, but be open to alternatives.
Explore alternate solutions
Be prepared to justify the solution you've selected, but be ready to explore alternatives. People tend to feel uncomfortable about helping the unprepared or the narrow-minded.
Make it interesting
Present your problem in an intriguing way. You'll be presenting a solution, too, so touch hot buttons that will intrigue the listener.
Use what you get
Because rejecting or ignoring help you've asked for can create real problems, be prepared to accept the help that's offered.

Show your appreciation with warmth and gratitude. Make the helper glad to have helped. Go to top Top  Next issue: Email Antics: I  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier? Read about it.

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

ClamsEnjoy Every Part of the Clam
Age discrimination runs deep, well beyond the hiring decision. When we value each other on the basis of age, we can deprive ourselves and our companies of the treasures we all have to offer.
PencilsVirtual Communications: I
Participating in or managing a virtual team presents special communications challenges. Here are some guidelines for communicating with members of virtual teams.
A hiker on a pathPaths
Most of us follow paths through our careers, or through life. We get nervous when we're off the path. We feel better when we're doing what everyone else is doing. But is that sensible?
Dr. Jerri Nielsen at Amundsen-Scott South Pole Station in 1999On Virtual Relationships
Whether or not you work as part of a virtual team, you probably work with some people you rarely meet face-to-face. And there are some people you've never met, and probably never will. What does it take to maintain good working relationships with people you rarely meet?
Navy vs. Marine Corps tug of war in Vera Cruz, Mexico ca. 1910-1915Holding Back: I
When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?

See also Personal, Team, and Organizational Effectiveness and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Typing a text message on a smartphoneComing May 15: Should I Write or Should I Call?
After we recognize the need to contact a colleague or colleagues to work out a way to move forward, we next must decide how to make contact. Phone? Videoconference? Text message? There are some simple criteria that can help with such decisions. Available here and by RSS on May 15.
Satrun during equinox — a composite of natural-color images from CassiniAnd on May 22: Rescheduling Collaborative Work
Rescheduling is what we do when the schedule we have now is so desperately unachievable that we must let go of it because when we look at it we can no longer decide whether to laugh or cry. The fear is that the new schedule might come to the same end. Available here and by RSS on May 22.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!