How to Communicate Your Needs At Work
When people come to understand the disadvantages of ordering others about, some can over-compensate by avoiding all forms of telling. This can lead to frustration, inaction and disconnection. One of the things these awakening folks can struggle with is communicating their needs to others. Because they shy away from conflict, and don’t want to trouble or inconvenience or coerce others, they might favour avoiding expressing their own needs in case it might become a “burden”, or lead others to feel obligated or compelled to do something. So these folks find it difficult to share their personal goals and desires. Instead, they might opt for a reliance on “mind-reading,” believing their colleagues and peers should intuitively know what they need without them having to say anything.
Relying on mind-reading to get your needs fulfilled can create feelings of frustration, maybe even anger and contempt towards colleagues, feelings which will almost invariably lead to the atrophy, even deterioration, of your working relationships. To keep working relationships positive and flourishing, it’s up to you to make your needs clearly known. Nobody is in a better position to understand your needs than you are:
“You have a right to ask for the things you need in a relationship. In fact, you have a responsibility to yourself and your co-workers to be clear about your needs. You are the expert on yourself. No one else, not even your best friends, can read your mind and know what you need in the way of support, connection, time alone, order, independence, play, joy, financial security, and so on.”
So if articulating your needs isn’t something you’ve felt comfortable doing, how do you start going about it? And how do you do it in a way that doesn’t create obligations, defensiveness or anger, and offers the best chance of your colleagues being willing to listen and fulfill that need?
Here’s a sample “needs script” to follow when initiating this kind of conversation. Obviously, it’s not a word-for-word script – what you say will vary greatly according to your relationships and personal situation. Instead, it offers a very simple template for communicating your needs in a healthy and productive way. However, if expressing your needs is something you really struggle with, you may actually find it helpful to write out your “script” beforehand. You don’t need to read it to your colleagues, but putting down your thoughts on paper can help you prepare. That way, in the heat of the moment, you don’t fall into old traps of passiveness or aggressiveness and can instead navigate the healthy middle path of assertiveness and clarity.
The Needs Script
Situation (specific, objective description of facts). Start off the conversation by offering a straightforward description of the situation you want to address. Leave out analysis, interpretation, and inflammatory or accusatory language – try to make it as specific, impersonal, and objective as possible.
- I feel our relationship has really sucked lately. I’ve noticed us disagreeing a lot more than usual these last few weeks.
- I need some order and tidiness in our office, it looks like a bomb went off. I see a lot of stuff lying about.
- Spending is out of control. We’re $3000 over our budget this month.
- I’m going crazy in at the lack of progress here. We haven’t accomplished much in two months.
- I’m always stuck in the office and never get to meet customers or partners. I’m loosing what little touch I had with our customers’ needs.
Feelings (non-blaming “I” statements). When you tell your colleagues what you’re feeling, you need to be careful to not vent or explode in a vague, accusatory way (“I’m angry/stressed/upset and you’re to blame!”) which may feel cathartic, but isn’t actually productive. In order to keep the conversation as a problem-solving discussion rather than a heated argument, you want to accurately convey the nature, intensity, and cause of your feelings. So before you begin the conversation, you’ll want to have honed in as much as possible to the specifics of what you’ve been feeling. Once you’ve identified the broad feeling that first comes to mind (angry, upset, hurt, etc.), You might like to use a Feelings Inventory to help narrowing down its nature and focus, or use these these modifiers:
- Definition. First, make your broad feeling more specific by adding some synonyms. When you say angry, do you mean angry and stressed, or angry and irritated? Or are you really more confused or disappointed than mad? When you say you’re upset, are you upset and disappointed, or upset and depressed? The more specific descriptors you can use to describe how you’re feeling, the better.
- Intensity. Add modifiers that accurately convey the intensity of your feelings. Have you been feeling a little resentful or a lot? Slightly discouraged or majorly depressed? Be honest here.
- Duration. How long have you been feeling this way? Have you been stressed since your latest vacation, since your role changed, or ever since you started working here? Have you felt irritated for months, for weeks or for days?
- Cause and Context. You want to avoid naming your colleagues as the cause of your feelings, no matter how tempting, and even if their actions really have been the catalyst. Blame begets defensiveness, not communication. What will result is a fight that doesn’t end up addressing the real problem whatsoever. Instead, try to communicate the cause of your feelings in the form of their impersonal context, and describe your own feelings rather than those of the other person. You can accomplish this by using “I” statements rather than “you” accusations.
Request (for behavior change). Ask for a change in behavior only. This is a very important rule. Don’t expect your colleagues to change their values, attitudes, desires, motivations, assumptions or feelings. These characteristics are very hard to change. It’s like asking someone to be taller or more intelligent. People feel personally threatened if you ask them to change intangibles that are seen as part of their very nature and beyond their conscious control. For example, what does it mean to ask someone to be ‘more loving’ or ‘less critical’ or ‘neater’? These kinds of requests are heard as attacks, and little real change is likely to result.
Instead of going after someone’s “core” attributes, and having them react defensively, stick with making a request that they modify a specific, observable behavior.
- I need a neater environment around me. Would you be willing to keep some of this stuff in the drawers and shelves?
- I need you to be less critical of me. I would appreciate it if you didn’t make jokes about me in front of the management.
- I need to see more action. It would mean a lot to me if we could work together on how to make things happen more quickly round here.
When you make your request, only tackle one situation and one or two observable behaviour changes at a time. You don’t want to overwhelm your colleagues – they’ll likely just shut down. Pick small changes that might make them feel like, “Okay, that’s reasonable. I can do that.” See if your colleagues follow through on your requests. If they do, then bring up something else to work on down the line.
Other Things to Keep in Mind
It can help to keep your tone as calm and level as possible. Don’t let anger or annoyance creep into your voice – using even a slightly heated, annoyed, accusatory, or patronizing tone can escalate things into an unproductive argument.
Pick a time when your colleagues can give you their full attention. Don’t start the conversation in the middle of a meeting or when they’re in the middle of something important. You don’t want their annoyance about the circumstances to color how they receive your request. Select a time when they’re in a good mood and ready to listen.
Start out by expressing a small need, rather than a large, contentious one, especially if your relationship has been struggling. Once you start meeting each other’s needs successfully, you’ll be in a better position to tackle more polarizing problems.
Sometimes, empathising with them and their situation may be necessary to “earn” their trust and the right to bring up your needs.
Don’t feel like having to ask for something makes it less valuable. It’s easy to fall into the trap of waiting for your colleagues to come to you and should know what you need without you having to say anything – that if they really cared about you and knew you, or weren’t so busy or engrossed, they would just naturally do it. You might then feel that a change in their behaviour is somehow less “real” or valuable because you had to ask for it. “You’re just doing it because I told you I needed it, not because you really want to.”
But people, even those in the closest of relationships, think and see the world differently. Something may seem obvious to you, but simply not occur to them – not because of some character defect or lack of interest — but because they are simply a different person with a different brain – and heart – than you. Instead of seeing their inability to anticipate your needs on their own as a flaw, accept your differences. And instead of seeing behaviour changes you directly asked for as less valuable, appreciate the way they’re willing to meet that need, even if it doesn’t come naturally. It’s just as worthy as a gesture of interest and commitment, if not more so.
Communicating needs is not a one-way street. Hopefully this is obvious, but asking someone to meet your needs is not a unilateral process. Encourage your colleagues to make their needs known as well, and do your best to listen to, understand, and try to meet those needs when you can. In a healthy relationships, all parties are eager to try to do what they can to make the other person flourish.
If you’re on the receiving end of a needs request, one of the most important things to do is to try to accept the other person’s “quirks.” You may not understand why they like things done in a certain way, or how something that can seem so trivial to you can be so important to them, but you have quirks, too, that they find equally hard to grasp. The more you can compromise and accommodate everyone’s unique, but not-so-onerous needs, even without necessarily understanding them, the happier you’ll be.
You have a right to ask, but that doesn’t mean your needs will always be met. Your colleagues have needs too, and their needs may conflict with yours. Making your needs known is not about issuing an ultimatum, but about open communication, compromise, and cooperation. Even if you don’t achieve the exact solution you had hoped for, being open about your needs will make you a happier, less angry colleague, co-worker or employee.
If your colleagues are unwilling to compromise or cooperate with you in any way, you have a choice in how to proceed. You can:
- Try to put this one refusal in perspective with all the good things they do offer and bring to the table. Is the issue such a big deal in the big picture? If not, you express your disappointment and work to understand why you can’t meet on this issue, but ultimately accept their position. Ask if you can re-open the discussion at another time.
- Utilise a self-care alternative. You might choose to have “self-care alternative” in mind (a Plan B) when possible in case your colleagues can’t or won’t meet your needs. While it doesn’t hurt to ask, in the end, it’s not other people who are ultimately responsible for meeting your needs.
- If an issue is too important to you to simply accept a “No,” and/or if this refusal to meet your needs is a consistent pattern, in which you’re always being walked over while giving a lot in return, you may need to remove yourself from the situation permanently, or even end the relationship.