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:
- Poverty of Choice by Choice
- Sometimes our own desire not to have choices prevents us from finding creative solutions. Life
can be simpler (if less rich) when we have no choices to make. Why do we accept the same tired solutions,
and how can we tell when we're doing it?
- The Hypothetical Trap
- Politicians know that answering hypothetical questions is dangerous, but it's equally dangerous for
managers and project managers to answer them in the project context. What's the problem? Why should
you be careful of the "What If?"
- Astonishing Successes
- When we have successes that surprise us, we do feel good, but beyond that, our reactions are sometimes
self-defeating. What happens when we experience unanticipated success, and how can we handle it better?
- Tactics for Asking for Volunteers: II
- When we seek volunteers for specific, time-limited tasks, a common approach is just to ask the entire
team at a meeting or teleconference. It's simple, but it carries risks. There are alternatives.
- Confirmation Bias: Workplace Consequences Part II
- We continue our exploration of confirmation bias. In this Part II, we explore its effects in management
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentriFvvusaLLGeknCner@ChaccMqKvzSojYFSxjUboCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
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.
- 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.