Don't be Afraid to Ask for What You Need at Work
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Tuesday, August 23, 2022 4:38 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Tuesday, August 23, 2022 4:37:59 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Don’t Be Afraid to Ask for What You Need at Work. Asking for what you need from someone at work can be challenging — even downright intimidating. But as with all relationships, it’s important to advocate for yourself. Here’s how to do it.
* Build up good will ahead of time. For example, you might try sending this colleague an article you think they would enjoy, inviting them out for a coffee, or expressing appreciation for their work. Then, make your ask. The more positive interactions you have with this person, the more likely they are to be authentically invested in your needs.
* Leave room for dialogue, flexibility, and compromise. Making demands makes the other person feel obligated to say yes, but making requests shows consideration and gives them an out. This might sound like asking someone in your network, “I know that you have a knack for making connections, and I would love to be introduced to someone in your LinkedIn network. Is that something you’d be comfortable doing? And if not, I understand.” Be direct, but also be willing to move on if their answer is no.
* Don’t take rejection personally. Instead, get curious. Ask follow-up questions to better understand the “why” behind the no. This will help you get to yes next time.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hb2d5480d,15f98331,15f98333&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=63YXUkoQaRAcl3fRxwroVrAjX9XqKYge0_y9uZE70_w>
Today’s Tip
Don’t Be Afraid to Ask for What You Need at Work
Asking for what you need from someone at work can be challenging — even downright intimidating. But as with all relationships, it’s important to advocate for yourself. Here’s how to do it.
* Build up good will ahead of time. For example, you might try sending this colleague an article you think they would enjoy, inviting them out for a coffee, or expressing appreciation for their work. Then, make your ask. The more positive interactions you have with this person, the more likely they are to be authentically invested in your needs.
* Leave room for dialogue, flexibility, and compromise. Making demands makes the other person feel obligated to say yes, but making requests shows consideration and gives them an out. This might sound like asking someone in your network, “I know that you have a knack for making connections, and I would love to be introduced to someone in your LinkedIn network. Is that something you’d be comfortable doing? And if not, I understand.” Be direct, but also be willing to move on if their answer is no.
* Don’t take rejection personally. Instead, get curious. Ask follow-up questions to better understand the “why” behind the no. This will help you get to yes next time.
This tip is adapted from “Ask for What You Need at Work<https://hbr.org/2022/08/ask-for-what-you-need-at-work?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Deborah Grayson Riegel
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How to Get Your Team on Board with a Major Change <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Deborah Rowland, Nicole Brauckmann, and Michael Thorley
Four strategies for leaders.
Read more <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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Harvard Business Publishing
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Brighton, MA 02135
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
2635 Century Parkway NE, Suite 700, Atlanta, GA 30345
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We are hiring! Please visit our Career Center<https://workforcenow.adp.com/mascsr/default/mdf/recruitment/recruitment.html?cid=e81ae9c7-e644-4610-b6d3-397907be3551&ccId=19000101_000001&lang=en_US> to apply.
From: Jessica Arrazola <jarrazola@cste.org>
Sent: Tuesday, August 23, 2022 4:38 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Tuesday, August 23, 2022 4:37:59 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Don’t Be Afraid to Ask for What You Need at Work. Asking for what you need from someone at work can be challenging — even downright intimidating. But as with all relationships, it’s important to advocate for yourself. Here’s how to do it.
* Build up good will ahead of time. For example, you might try sending this colleague an article you think they would enjoy, inviting them out for a coffee, or expressing appreciation for their work. Then, make your ask. The more positive interactions you have with this person, the more likely they are to be authentically invested in your needs.
* Leave room for dialogue, flexibility, and compromise. Making demands makes the other person feel obligated to say yes, but making requests shows consideration and gives them an out. This might sound like asking someone in your network, “I know that you have a knack for making connections, and I would love to be introduced to someone in your LinkedIn network. Is that something you’d be comfortable doing? And if not, I understand.” Be direct, but also be willing to move on if their answer is no.
* Don’t take rejection personally. Instead, get curious. Ask follow-up questions to better understand the “why” behind the no. This will help you get to yes next time.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hb2d5480d,15f98331,15f98333&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=63YXUkoQaRAcl3fRxwroVrAjX9XqKYge0_y9uZE70_w>
Today’s Tip
Don’t Be Afraid to Ask for What You Need at Work
Asking for what you need from someone at work can be challenging — even downright intimidating. But as with all relationships, it’s important to advocate for yourself. Here’s how to do it.
* Build up good will ahead of time. For example, you might try sending this colleague an article you think they would enjoy, inviting them out for a coffee, or expressing appreciation for their work. Then, make your ask. The more positive interactions you have with this person, the more likely they are to be authentically invested in your needs.
* Leave room for dialogue, flexibility, and compromise. Making demands makes the other person feel obligated to say yes, but making requests shows consideration and gives them an out. This might sound like asking someone in your network, “I know that you have a knack for making connections, and I would love to be introduced to someone in your LinkedIn network. Is that something you’d be comfortable doing? And if not, I understand.” Be direct, but also be willing to move on if their answer is no.
* Don’t take rejection personally. Instead, get curious. Ask follow-up questions to better understand the “why” behind the no. This will help you get to yes next time.
This tip is adapted from “Ask for What You Need at Work<https://hbr.org/2022/08/ask-for-what-you-need-at-work?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Deborah Grayson Riegel
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Analyze your work style. <https://hbr.org/search?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&search_type=search-all&term=assessment&utm_content=signinnudge>
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Take an Assessment <https://hbr.org/search?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&search_type=search-all&term=assessment&utm_content=signinnudge>
[https://hbr.org/resources/images/article_assets/2022/07/Aug22_04_1169341256.jpg]<https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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How to Get Your Team on Board with a Major Change <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Deborah Rowland, Nicole Brauckmann, and Michael Thorley
Four strategies for leaders.
Read more <https://hbr.org/2022/08/how-to-get-your-team-on-board-with-a-major-change?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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