Getting a Yes
Extra work. It just keeps coming. It’s no wonder that there’s so much advice on how to refuse to take it on. Seriously, there are 3 billion google results for “How to say no to extra work.”
That got me thinking…rather than employees learning how to say no, what if managers put people in a position to say yes?
It’s possible! Here's how…
Don't automatically accept new tasks for your team
Ensure that the new task is aligned to company goals and your team's goals. My brilliant colleague Kathy Bernhard suggested “reframing the request so that needs are met in some other way. Just because someone comes to you doesn’t mean other solutions aren’t viable. When we always deliver, we sometimes unwittingly make ourselves the path of least resistance.” Show the team you have their backs by pointing out when you are able to redirect extra work and by requesting additional resources when you can’t.
Engage the team
Discuss the additional work with your team and invite their input on how to build it into the existing workflow. Participating in the problem-solving process is empowering and generates additional ideas. Plus, employees often step up in surprising ways - give them the opportunity to do so.
Resist having a go-to person
For challenging tasks, delegate based on strengths and career aspirations for high WIIFM. Be transparent so they understand your rationale and perceive value in being selected. Rotate mundane tasks so everyone takes a turn; a sharing the burden is more likely to be viewed as fair.
Help employees prioritize
Remove, reassign and/or delay lower priority tasks to structure employee success. Include an Eisenhower Matrix (Do, Delay, Delegate, Dump) in your conversation to create clarity and agreement.
Compensate for extra work
People are motivated to maintain the balance between their inputs/rewards and the inputs/rewards of others. Increasing demands on one person without increasing their reward ($, recognition, time off, increased flexibility, etc.) and not increasing demands on others leads to quitting - both quiet and loud varieties.
Extra work doesn’t have to become an extra issue.
Melissa Janis builds management capabilities to create a workplace that's better for your employees and better for your bottom line.