8 Make and Respond to Requests

Learn—Requests

Writing to Make Requests

In the previous module, you learned how to provide information. But what if you need information from someone else? Your best method for getting it is to request it.

Ask for What You Need

Asking for what we need seems like a simple process. For example, maybe you ask your team leader to take you off of the next day’s meeting agenda because you need more time to finish your report. Next week would be better. You know your team leader is reasonable, so you make your request when you happen to run into her at the coffee machine: “I’m still running the data. Could I give my presentation at next week’s meeting?” She gives you a distracted smile and says, “Sure. No problem.” You can tell she’s busy, so you smile and let her get back to work.

The next day at the meeting, you are listening to your teammates’ progress reports and considering what you will say during next week’s meeting. Suddenly, your team leader looks at you and says, “Okay. Your turn. Let’s hear your report on your data analysis.” Ten pairs of eyes are looking at you. In a panic, you look at your team lead and blurt out, “You told me yesterday that I didn’t have to give my report! Did you forget?”

After a quick glance at you, she calls on the next person. For the next hour, you are so busy feeling mistreated that you can hardly pay attention. When the meeting ends, the team lead quietly asks you to stay behind for a minute. “Good,” you think. “She’s going to apologize to me.”

To your surprise, the conversation takes a very different turn:

Team Lead:	Could you please tell me why you didn’t have your report ready? Your analysis is a crucial part of keeping this project on time.
You:	I asked you to move me to next week’s meeting yesterday, and you said okay.
Team Lead:	When yesterday? I don’t recall getting your email.
You:	I didn’t send an email. I asked you when you were getting coffee.
Team Lead:	(After sighing heavily) I’m sure you did ask, and perhaps I should have paid more attention, but I don’t expect my team members to make important requests while I’m getting coffee. If I had had time to think about your request, I would have said no because an incomplete report would have been more useful than no report. But let’s consider this a learning experience. When you are making a request that affects not just you but your entire team, put it in writing so that the person you are asking has time to consider the implications of your request.
You:	I didn’t want to bother you with another email!
Team Lead:	A written request that can affect our team’s project isn’t a bother. What’s a bother is the situation we are in now. From now on put important requests in writing.

Although this scenario may be fictional, it addresses a very important mistake that many professionals make: not providing a written record of important requests. It is crucial to ALWAYS put important requests in writing.

But what types of requests should we consider important?

When to Put a Request in Writing

When deciding whether to put a request in writing, ask yourself these questions:

• Does this request affect anyone other than me?
• If the answer to my request is no, will I be prepared for the consequences?
• Do I need a record of my request and my answer?

Let’s consider some different scenarios:

You, to your colleague in the next cubicle:	I’m running to the coffee shop. Want anything?

This request does not need to be in writing. If doesn’t affect your work, and whether they say yes or no will not affect anyone other than you.

You, to another member of your team:	I was supposed to pick up breakfast at Eli’s tomorrow before our meeting. Could you do it instead? I need time to finish my report.

This request needs to be in writing. First, you shouldn’t expect your coworker to answer you on the spot; that isn’t fair. Second, if they say yes, you need a record of that response in case something goes wrong. Finally, if they say no, you need a reminder to make another plan because the whole team will be affected if breakfast doesn’t arrive. Ultimately, you were responsible for picking it up, and the blame will go to you.

These requests are fairly simple, but the more complex the request, the more important it is for the request to be in writing and the longer your document is likely to be. But short or long, all written requests follow a standard format.

Structuring a Written Request

As we learned in “Writing to Share Information,” first you need to decide whether to take a direct or indirect approach.

When Is a Direct Approach the Best Choice?

When you make a request that your readers will likely be happy to grant, use a direct approach:

• Would you accept a promotion?
• Would you like to watch the hockey game Saturday from the company’s luxury box?

When Is an Indirect Approach Best?

If you are making a request that your reader may not like, use an indirect approach:

• Can you work on Saturday?
• John is out sick. Could you write his portion of the report that is due Monday? He hasn’t started yet.
• Could the company reimburse me for $950 to cover the cost of a course I took on programming in Python?

Let’s look at how to structure both a direct and indirect request.

How to Structure a Direct Request

When you make a direct request, you get right to the point, but that doesn’t mean you don’t need to begin with an introduction. Whether you are making a short request in an email or attaching a longer document, a direct request uses this structure:

1. Introduction: statement of purpose (request)
2. Body: detail about the request being made
3. Conclusion: call to action

Now let’s look at an example.

Request	I have been asked to choose someone to attend the marketing conference in New York City, and I would like you to go.
Body	The conference begins on October 11 and ends on the 13th. I have made reservations at the conference hotel: The Wyndham New Yorker in Manhattan. If you decide to go, you can arrange your flight with Michael in Human Resources. All of your meals are included as part of the conference registration fee, and you will be reimbursed for any meals you have at the airport, but remember to keep your receipts.
Conclusion	If you decide to go to the conference, please respond to this email by Monday at 5:00 so I have time to offer the trip to someone else if you can’t go. Feel free to contact me if you have any questions.

Some requests are harder to make because we know the person who is receiving the request may not want to do what we’ve asked. These types of situations require a slightly different structure.

How to Structure an Indirect Request

When you ask someone to do something that they might not want to do, you have to find a way to persuade them not just to cooperate but to do it willingly.

When I explained this to one of my students, they said, “I don’t know why you can’t just tell them to do it. Work is work. If you want to keep your job, you do what you’re told.”

To some degree this is true. On the other hand, consider this:

• Employees can find other jobs.
• Employees who feel they have been treated unfairly can create a negative work environment.
• Doesn’t every employee deserve to understand why a request was made and why they should comply?

Because all of these points are true, we need to address them in the structure of an indirect written request.

Introduction

Rather than bluntly making your request, you should begin with a buffer that emphasizes the positive by showing appreciation.

Body

Show empathy. Provide a justification for the request to come. Tell employees how complying with the request will benefit them.

Conclusion

Acknowledge any inconveniences and leave the door open for questions.

Let’s look at an example.

Introduction	Another quarter has ended successfully. Despite the effects of COVID, our company remains open. Our success is due to the hard work of each employee. We couldn’t do it without you.
Body	We survived the quarter, but if we are going to survive the next, we will have to make some difficult changes. The directors of each division have been asked to reduce their budgets by 10 percent. I have considered how to meet this goal, and I have determined that we have two choices. I can let a member of our team go, or we can each voluntarily take a 10 percent pay cut until business improves. I don’t want to make this decision alone, so I am asking each of you to agree to the pay cut. I understand that I am asking a lot. Our company relies largely on the hospitality industry for our business, and because of COVID, most restaurants and bars have been closed. This situation is already improving, as is our business, but the budget reduction is necessary to get us through this lean time. No one wants to take a pay cut, but a temporary pay cut is much better than losing your job. Also, if we lose a team member, the workload of those of us who remain will increase. If we all take the pay cut, our workload will not be affected. Also, your cooperation will help protect each of your jobs for the future by lessening the company’s financial risk. You will begin receiving your full salary once the economy recovers. Please respond to this email and let me know if you will accept the pay cut or if you prefer me to eliminate someone’s position. If I don’t get complete agreement regarding the pay cuts, I will not make them.
Conclusion	I realize this is a sensitive issue, so please take the rest of this week to consider your decision. I am available to answer your questions if you have any.

Now that you understand how to structure a request, let’s look at some basic principles that will help you make good decisions as you write:

• Be sure your request is reasonable.
• Provide compelling support.
• Do your homework.
• Lose gracefully.
• Don’t throw others under the bus.

Let’s look at each of these more closely.

Be Sure Your Request Is Reasonable

It’s important to have the confidence to ask for what you need professionally, but you can’t just consider your own needs. You also have to consider the needs of your department and company because, ultimately, they will approve or disapprove your request based on whether they think it will benefit them as well as you. Consider this scenario:

Because you work as a project manager, you can easily argue that taking the course in Advanced Project Management Strategies would benefit both you and the company by making you better at your job. This request would likely be approved.

On the other hand, while you are an aspiring writer, your skills as a novelist will not benefit your company. This request would be denied.

Provide Compelling Support

When you make a request, small or large, the person you are asking needs information in order to make an informed decision. If you don’t provide the information, your request will probably be denied—not because your supervisor is unfair, but because you didn’t give them enough information to justify saying yes.

For example, if you did want to request to be reimbursed for the cost of taking a course that would help you do your job better, you need to tell your supervisor:

• What the course will teach you
• How that knowledge will directly benefit the company
• The cost of the course
• Whether you will miss any time at work, and if so, how you will make it up

Do Your Homework

The best way to provide compelling support is to do your homework.

Don’t ask to be reimbursed without first finding out exactly how much you are asking for. Don’t obligate a colleague to do anything without first talking to that person and getting their written approval.

Even if you are asking for something as simple as having a new ink cartridge ordered for your printer, be sure you know the model number before you ask.

Lose Gracefully

Even if you do your homework and provide compelling reasons to approve your request, sometimes the answer will still be no. In those situations, find out what you can regarding the decision so you understand and can be prepared in the future, then let it go.

Don’t Throw Others under the Bus

When you ask someone you work with to grant a work-related request, you automatically put that person at some risk because whether they say yes or no to your request, you have involved them.

Don’t ask a colleague to do something that puts them in jeopardy. For example, asking a colleague to cover for you while you make a phone call might seem like nothing. But what if your supervisor needs you while you are gone and your colleague lies to protect you? Now your colleague could get in trouble as well as you.

If you ask a colleague to help you with a project, or to do a job you were asked to do, give that person credit for the work they did, and get your supervisor’s approval before you make the request.

Take responsibility for your own actions!

Assess—Requests

1. Why should you make a professional request in writing? Choose the best answer.
   a. To ensure that you include all the pertinent details so your reader can respond with what you need
   b. You shouldn’t; just ask someone directly
   c. Because you want them to know you are more important than they are
   d. Because it will impress your supervisor
2. Which statement does NOT give a good reason for making a request in writing?
   a. This request affects my whole team.
   b. If the answer to my request is no, I might not be prepared.
   c. I want to ask my supervisor if she wants to come to my wedding.
   d. I need a record of my request and the answer I receive.
3. Which of the following should the closing include? Select all that apply.
   a. Include as little as possible.
   b. Provide a statement of action.
   c. Show the lines of communication are open.
   d. A closing is optional.
4. Which of the following statements is NOT a good reason for showing your readers the lines of communication are open?
   a. So your readers know they can ask questions
   b. So you can correct any misunderstandings
   c. So you can create goodwill
   d. So you can criticize the people who come in
5. Which of the following are not good reasons for sharing information? Check all that apply.
   a. To let everyone know about upcoming changes
   b. To share photos of your amazing vacation
   c. To provide details about an upcoming project
   d. To answer questions

Engage—Requests

Discussion Activity

For this activity, you will write a memo in which you request your supervisor to reimburse you for the cost of this course. However, before you can put your request in writing, you need to determine whether to use a direct or indirect approach. Once you decide, you can choose the appropriate structure for your memo. Once your memo is complete,

Post it to the discussion board.

1. Respond to three other posts.
2. Respond to at
3. least three of your classmates.
4. Provide feedback on the following:

• • The appropriateness of the approach
  • The content of their memo
  • The structure and design of their memo

Apply—Requests

For this assignment, you must write a memo in response to the following prompt:

You have just learned that your department will no longer be working from home as you have for the past eight months. Although the transition period from home to office is four weeks, you do not feel prepared to return to the office that quickly. Although you addressed your concerns when your colleague interviewed you when preparing a proposal for the CEO, in order to get permission to be exempted from the proposed plan, you must put your request in writing for your supervisor to approve.

Based on your situation, write a memo asking your supervisor to allow you to continue working from home for a specified period of time.

To complete this assignment successfully, follow these steps:

• Present your information in the form of a memo.
• Use headings to create a visual hierarchy.
• Follow the guidelines for creating an effective structure.
• Use correct English.
• Meet your audiences’ needs.

For this assignment, you may create material concerning employee concerns and needs; however, your material must be realistic and should be based on your professional experience.

Assignment Rubric

	Superior	Above Average	Average	Below Average	Failing
Content	20 points Includes all of the required elements of the assignment.	15 points Includes all of the required elements, though some are underdeveloped.	10 points Includes most of the required elements.	5 points Includes some of the required elements.	0 points Does not include all of the required elements.
Style	20 points The writing is clear and concise and avoids unnecessary use of passive constructions.	15 points The writing is clear and concise and generally avoids unnecessary use of passive constructions.	10 points The writing is mostly clear and concise and mostly avoids unnecessary use of passive constructions.	5 points The writing is occasionally clear and concise but does not avoid unnecessary use of passive constructions.	0 points The style is inappropriate or unclear.
Design	20 points The document has a clear visual hierarchy and the writer uses appropriate methods of presentation such as lists and tables.	15 points The document has a clear visual hierarchy and the writer uses some appropriate methods of presentation such as lists and tables.	10 points The document has a basic visual hierarchy and the writer occasionally uses appropriate methods of presentation such as lists and tables.	5 points The document’s visual hierarchy is weak and the writer doesn’t use appropriate methods of presentation such as lists and tables.	0 points The document has no visual hierarchy.
Structure	20 points The organization of the document is clear and logical and makes strong use of topic sentences and transitions.	15 points The organization of the document is generally clear and logical and makes some use of topic sentences and transitions.	10 points The document has an organization and occasionally uses topic sentences and transitions.	5 points The structure is weak and the writer rarely uses topic sentences or transitions.	0 points The document has no structure.
Correctness	20 points The document has no errors.	15 points The document has 2–3 errors.	10 points The document has 4–5 errors.	5 points The document has 6–7 errors.	0 points The document has 8 or more errors.