As a business owner, it is tough to turn down work. You know that new contracts are the lifeblood of your business. While current clients are an excellent source of revenue, you must avoid standing still. You cannot expect 100% loyalty, especially in a price-conscious marketplace.
At Your Work
When working for others, accepting more work can be an issue. You know that many people are uninterested in doing their share, which means that those who show a higher level of enthusiasm for work assignments can quickly reach the “overload” level.
From my experience, managers appreciate those who step up to the plate and take on more responsibilities. If your manager approaches you about a particular project, it’s probably wise that you figure out a way to integrate it into your schedule.
Here is how that conversation might go …
Steve: Hey, Mindy. How are you doing?
Mindy: I’m doing great, Steve. How can I help you?
Steve: We have a project that reached my desk this morning. From the initial requirements, it appears that we need someone with a strong quality management background. Your Six Sigma background is a good fit.
Mindy: Can you tell me more about it?
Steve: Your role is to help the project manager ensure that all work meets the quality standards. As part of this effort, you will need to participate in the creation of the Quality Management Plan.
Mindy: What exactly is the deliverable?
Steve: I did get ahead of myself a bit. Sorry! We are opening five medical clinics in Minneapolis, and it’s important that we stay on schedule and budget. Of course, meeting quality standards is a top priority.
Mindy: This sounds interesting. Do you have an idea regarding the time commitment?
Steve: My guess is that for the first couple of months, you will need to commit about 10 hours per week. From there, we will need to see how the project goes. You will also need to travel to Minneapolis a few times to work with the local team.
Mindy: I am interested in this challenge, but how will I manage my current work?
Steve: That’s a good question! I will look to see if we can have Robert help you with the end-of-month reporting. From our previous performance appraisal, I remember you telling me this work takes about 5-to-10 hours per week, right?
Mindy: About that much time. I won’t need to train Robert because he did this work while I worked on the Pensacola project. He’s a pro now!
Steve: Right. I understand this is more work for you, but I am confident that you are the right person to join this project. You will also work with Katherine, and you know that she is one of our top project managers. In other words, I think this is an excellent opportunity for your career.
Mindy: Katherine is a terrific project manager, and I’m sure I can learn a ton from her. Let’s do it!
Steve: Great, Mindy! I will have more information for you soon.
Steve made the additional work attractive for Mindy. He also made sure that the person with the right skills was assigned to the project. Because Mindy will take on more work, Steve was open to transferring some of her work to another resource. While this is not always possible, managers should keep the option in mind. The final result is a win-win situation for the organization and Mindy.