Business leaders increasingly find themselves having to make requests in order to get stuff done. The main problem is often than not, they just don’t know how to do such a request. Often, business leaders feel that by the time they make a request and explain what it entails, they could have just done the work themselves. Or they don’t make requests because they feel they shouldn’t have to….They often tell me “Shouldn’t my employee know what that they need to do, why should I tell them what they need to do? Why should I be the one prodding them and unless I do so, the thing ends up not being done?”

I find that many times, leaders are not clear enough in the directions and requests they make. In essence, business leaders need to make sure that they cover the below important elements:-

• What do you want? Many times business leaders assume things and almost pretend people to read their minds. Are all requests clearly outlined? Do not fume if your requests are not clearly outlined with all the details you need.
  
• Who do you want it from? When you make a request to a team, too often each person assumes someone else will do the work. Business leaders should strengthen their request by assigning a specific request to a person to take charge.

• When do you want it by? When requests have a crystal-clear timeline, leaders save time and energy that might otherwise be spent rechecking their inboxes and mentally preparing to do the work themselves.

• What are the conditions of satisfaction? Requesting that team members be “more positive” or “more optimistic” is unlikely to yield results, especially if the employee genuinely feels they’re being helpful. Instead, leaders may have more success spelling out the specific conditions of satisfaction in discussions.

• What’s the context? Business leaders need to provide the “WHY”. We persuade other by using rational arguments, emotions or credibility. Many times business leaders think they can save time by not explaining the “WHY” and by not having to persuade others. Providing the context why for example certain deadlines are important, increases the chances of team members understanding things better and being persuaded to perform.

In today’s complex world, business leaders have no option but to delegate. Delegation is hard. However opting not to delegate means that you are likely driving yourself up the wall, whilst stalling progress within the business. So learning the art of delegation properly, whereby the first step is on how well your communicate your requests. Having said so, even the best formulated requests can solicit an uncommitted reply, which requires you as a business leader to let the person know that you’ll be following up to get their firm response.

Even the most effective leaders recognize how much is outside of their control, but one thing we all have agency over is how we communicate with others. Clearly articulated requests, the kinds that elicit real responses, don’t come naturally to most of us. But with time, they will. The art of requests is an art worth mastering.