STRATEGY

Trying to get relief from assignments that you either don't have the skill to accomplish or don't have the time to do well is an extremely delicate procedure—one that should never be entered into except when you have no other choice. Unless handled well, this could dramatically alter your supervisor's opinion of you for the worse. That's why it's essential you make sure you have a bona fide reason for the relief—saying you don't have the time simply won't do. The only way to come out of this with minimal damage to your reputation is to frame it as an objective problem for the company. It's not that “you” don't have the time, it's that the project can't be done well in the time allowed or that your department doesn't have the skills necessary to do the job correctly. Expect resistance, since such a reshuffling is going to cost the company money one way or another. The only way to counter bottom‐line objections is to note that the alternatives are increased liability or decreased quality—both likely to be unacceptable. Deflect any personal attacks by saying you place the company's interests before your own. By the way, if your supervisor thinks you're bluffing, refuses your request, and says the increased liability or decreased quality is acceptable, prepare a memo for your files describing the meeting.

TACTICS

• Attitude: Realize this should be used only as a last resort to avoid disaster. At best it will hurt your reputation temporarily. At worst the damage will be permanent.
• Preparation: Determine whether the problem lies with your lack of skill or is specific to this project.

  
  

• Timing: Don't delay. While this won't be a pleasant meeting, it needs to take place as soon as possible.
• Behavior: One way or another you're going to have to eat some crow, so be humble from the beginning. Accepting criticism or hearing that you've disappointed a number of people is the price you'll have to pay for getting relief.

ADAPTATIONS

This script can be modified to:

• Get out of something you volunteered to do for the company, a friend, or a relative.
• Get out of an office in an organization or association.

KEY POINTS

• Present this as a problem brought on by your inherent lack of skill or the unique circumstances of the project.
• If your past ability to perform is cited, stress the differences of this situation and the potential liabilities.
• If your supervisor says they are disappointed, note that it's more important the client isn't disappointed.
• If your supervisor implies their opinion of you has dropped, state that the company's reputation is more important to you than your own.
• If they remain hesitant offer to be of whatever assistance you can, short of carrying the ball yourself.