Making Clear Requests
13 September 2012
Read by 2046 persons
Title: Making Clear Requests. As a manager or leader, sometimes we are surprised when our requests aren't fulfilled. We've asked a colleague for something, without success. Either we don't get a response, or the result isn't what we expected. Why? Among the possible reasons, let's consider this one: the request wasn't clear.
An example?
"For the next general meeting, I'd like someone to present our department. Thank you."
This is a request, in the form of a wish. Will it be satisfied?
The problem: as you guessed, no one was assigned, no one feels concerned. The request is not direct.
Well-known rule: if a task (especially one perceived as unmotivating) falls under the responsibility of several team members, and it's not assigned to anyone, don't expect it to be done.
Results:
Lucky
A very motivated colleague takes action
and commits themselves.
Result: it will be done.
Unlucky
No one reacted and you let the meeting end without anyone's commitment.
You might as well have sent your request into space.
Result: it won't be done.
Best practice: Make a direct request, instead of a wish.
Let's try again:
"For the next general meeting, I'd like someone to present our department. Who can do this for me? (...) You, Felix? Ok, thank you."
It seems to be better: here positive feedback was given by Felix.
Best practice: Follow through on the request!
Add: "Can you send us a first version of your presentation by the end of the week?"
Why? For commitment. It's one of the coach's mottos that the manager can successfully use: once the action is decided, a coach doesn't let their coachee leave without a minimum commitment with a completion date.
Are there other important points to make a clear and direct request?
Let's take another example:
"Could you give me a brief overview of competitor products sometime?"
Your expectation: a 15-20 page document, PowerPoint format, within 3 days.
What you will get: variable depending on the colleague, all shades between nothing and this 20-page document, maybe even more pages, or even far too many pages.
Will the document meet your expectations?
Two points on this message:
- Specifying our quantitative and qualitative expectations, as well as a deadline, increases our chances of seeing these expectations met. So why do we sometimes avoid this precision? What benefits?
- A "brief" overview: minimizing our request to make it easier to swallow risks dissatisfaction.
Conclusion:
The keys to success are similar to those that allow you to get a message across (read the article).
To make a clear request and have it fulfilled:
Believe in it
Specify your expectations (quantity, quality, deadline, etc.)
Give motivation and meaning
Involve the other person
Get them to commit
Thank them
It's your turn!
Kolibricoaching.com
Posted on September 13, 2012.
An example?
"For the next general meeting, I'd like someone to present our department. Thank you."
This is a request, in the form of a wish. Will it be satisfied?
The problem: as you guessed, no one was assigned, no one feels concerned. The request is not direct.
Well-known rule: if a task (especially one perceived as unmotivating) falls under the responsibility of several team members, and it's not assigned to anyone, don't expect it to be done.
Results:
Lucky
A very motivated colleague takes action
and commits themselves.
Result: it will be done.
Unlucky
No one reacted and you let the meeting end without anyone's commitment.
You might as well have sent your request into space.
Result: it won't be done.
Best practice: Make a direct request, instead of a wish.
Let's try again:
"For the next general meeting, I'd like someone to present our department. Who can do this for me? (...) You, Felix? Ok, thank you."
It seems to be better: here positive feedback was given by Felix.
Best practice: Follow through on the request!
Add: "Can you send us a first version of your presentation by the end of the week?"
Why? For commitment. It's one of the coach's mottos that the manager can successfully use: once the action is decided, a coach doesn't let their coachee leave without a minimum commitment with a completion date.
Are there other important points to make a clear and direct request?
Let's take another example:
"Could you give me a brief overview of competitor products sometime?"
Your expectation: a 15-20 page document, PowerPoint format, within 3 days.
What you will get: variable depending on the colleague, all shades between nothing and this 20-page document, maybe even more pages, or even far too many pages.
Will the document meet your expectations?
Two points on this message:
- Specifying our quantitative and qualitative expectations, as well as a deadline, increases our chances of seeing these expectations met. So why do we sometimes avoid this precision? What benefits?
- A "brief" overview: minimizing our request to make it easier to swallow risks dissatisfaction.
Conclusion:
The keys to success are similar to those that allow you to get a message across (read the article).
To make a clear request and have it fulfilled:
Believe in it
Specify your expectations (quantity, quality, deadline, etc.)
Give motivation and meaning
Involve the other person
Get them to commit
Thank them
It's your turn!
Kolibricoaching.com
Posted on September 13, 2012.
