11
Turning Down an Assignment

STRATEGY

The problem with turning down an assignment is that there's no way to come out of it without some kind of loss. If you say it's a bad idea, you insult your supervisor who came up with it. If you say you don't have the time, your supervisor will think you're lazy. And if you say you don't have the skill to do it, your supervisor may lower their estimation of your abilities. Your goal should be to minimize the damage.

TACTICS

  • Attitude: Realize that since you can't refuse outright or say it's a bad idea, you'll have to accept some damage to your image in order to get out of the assignment.
  • Preparation: If you're going to claim lack of skill, have the name of someone else who does have the skill. If you're asking for priorities to be set, prepare a complete list of the projects you're working on and the dates they're due.
  • Timing: Never accept or decline an assignment immediately. Instead, say it's an interesting idea and you'd like some time to study it and prepare questions. Then, wait for your supervisor to bring it up again.
  • Behavior: Express your disappointment at not being able to take on this wonderful assignment and your willingness, in fact, eagerness, to take on others in the future. Everything should be put in terms of what's best for the company.
Flow diagram depicting a course of action for 11. Turning Down an Assignment with an opening statement, situations, and responses.
Flow diagram depicting a course of action for 11. Turning Down an Assignment with situations and responses.
Flow diagram depicting a course of action for 11. Turning Down an Assignment with situations and responses.

ADAPTATIONS

This script can be modified to:

  • Counter a request by a family member, friend, or officer of a club or organization.
  • Counter a request coming from your supervisor's supervisor.

KEY POINTS

  • Express gratitude for being considered, say the idea is interesting, and ask for time to study it and formulate questions.
  • Stress that the project is so important that it should either be done by an expert or be a top priority. Then say you're not an expert (but someone else is) or that you need help in setting priorities.
  • If your suggestion of someone else is taken up, reinforce your own expertise and future availability.
  • If no priority is set or the assignment isn't shifted to someone else, ask to form a special ad hoc committee in order to dilute the potential fallout.
  • If attempts at diluting responsibility fail, prepare a protective memo that subtly makes it clear the whole thing was your supervisor's idea.