Leaders 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.
- 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.
- But 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' Accepting all applicants
isn't a solution, because
it fails to address the
basic problem: too many
for the task at handown 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.
Are 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!
Your comments are welcomeWould you like to see your comments posted here? rbrenBkfYSAjnMfdLKfLQner@ChaciaNKnfFogRlOOPNYoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Email Antics: I
- Nearly everyone I know complains that email is a time waster. Yet much of the problem results from our
own actions. If you're looking around for some New Year's resolutions to make, here are some ideas,
in this Part I of a little catalog of things we do that help waste our time.
- Recovering Time: II
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
so little done? To find more time, focus on strategy.
- FedEx, Flocks, and Frames of Reference
- Your point of view — or reference frame — affects what you see, and how you experience the
world around you. By choosing a reference frame consciously, you can see things differently, and open
a universe of new choices.
- Workplace Myths: Motivating People
- Up and down the org chart, you can find bits of business wisdom about motivating people. We generally
believe these theories without question. How many of them are true? How many are myths? What are some
of these myths and why do they persist?
- Coping with Layoff Survival
- Your company has just done another round of layoffs, and you survived yet again. This time was the most
difficult, because your best pal was laid off, and you're even more fearful for your own job security.
How can you cope with survival?
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenVMWozUHhvSZYvsxfner@ChacoJQCaizHDFCfDfOCoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.