When leaders or managers ask teams or groups for volunteers for a specific task of limited duration, things usually work out fine. But sometimes we get too many volunteers, too few volunteers, or a basket of trouble. Here's Part II of a collection of tactics to help you through the sticky situations that sometimes arise when you ask for volunteers. See "Tactics for Asking for Volunteers: I," Point Lookout for December 19, 2007, for more.
- When the wrong people volunteer
- Some volunteers are already overloaded, but they volunteer because they want the assignment, or they believe that the task is politically valuable. Some care little about the task itself, and some lack necessary technical or interpersonal skills.
- If some people aren't ready or right for the task, in some cases, you can convert the situation into a developmental opportunity. Explain privately that you'd like to offer them a future assignment, if they address the issues you've noticed. Ask for their views, and together work towards a development plan that leads to a workable outcome for all concerned.
- If you take a developmental approach, don't promise the "next" opportunity — it commits you to making the offer, independent of the volunteer's progress. Keep future assignments contingent on progress against the development plan.
- If you believe that some people will never be right for the task in question, and if tasks of that kind are a significant fraction of your team's work, consider whether these people are better placed elsewhere. You might want to keep them on for their ability to contribute in other ways, but recognize that if you do, and if they continue to harbor other ambitions, you're at risk of accepting a chronic irritant that could escalate.
- When designating one leader might offend the others
- For a multi-person task group, it's usually best to designate a lead. This can be difficult or awkward, but failing to do so just shifts the burden of that difficulty to the task group. It leaves them with an ongoing problem whenever they must decide anything.
- Designating a Designating a lead after
you've selected the volunteers
can be trouble, especially
if more than one of
them wants the positionlead after you've selected the volunteers can be trouble, especially if more than one of them wants the position, or if those not selected might feel slighted. In effect, you've created a mini-mess — and some of these messes aren't so mini.
- To avoid these problems, ask for volunteers for the lead before you ask for volunteers for the task — or select a lead in advance, privately. Once the task lead is named, everyone who volunteers knows the structure of the task group, and that clarity removes much of the risk of interpersonal difficulty.
Although we ask for volunteers to find people who actually want the assignments, the process often uncovers problems within the team. Addressing those problems might seem difficult, but it's preferable to avoiding asking for volunteers. First in this series Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
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games. Here's Part II of a little catalog of some of our favorites, and what we could do about them.
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- Mitigating Outsourcing Risks: I
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- Problem-Solving Preferences
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emphasize the goal or objective, while others focus on the obstacles. This difference is at once an
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- Symbolic Self-Completion and Projects
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See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- 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.