• Reluctant participants, no matter how capable they might be, have always let me down in the clinch, so I just don't use them.
• I don't know the first thing about pre-selling or re-selling.
• I don't have time to sell anybody anything.
• I can talk benefits, but I become reluctant when the time comes to ask for a specific commitment.
• I don't have time to re-sell anybody anything.
• I don't keep close enough tabs on participant work to know the benefits that have arisen from the project. Therefore, I usually don't know about any benefits that would allow me to effectively re-sell the project.
• My attempts to 'glad-hand' participants have not be met with much motivational impact, so I've given up all attempts at re-selling.

Why You Should

Knowing that capable participants are more likely to be overloaded and kidnapped from your project, you increase the chances that they'll commit to and stick to your project by pre-selling (as in "emphasizing the benefits of the project to them and strengthening our relationship").

By attempting to pre-sell your project to 'can but might not' participants, you're much more likely to identify those who, despite your efforts, will quickly bail out when a competing priority arrives and to back-fill them with an understudy who can quickly and competently take over.

By re-selling, you keep a commitment in place until the work is done because you recognize that, under the right (or is it wrong?) circumstances, anyone will dishonor a commitment if pressured by the right opportunity or individual.

 

Some Tips On How To

If the reluctant but capable participant is a 'guru' type who is in great demand (technical experts often fit this profile), make a point of building a longstanding relationship - one that goes beyond the current project. You'll probably need his/her input for other projects and, since they're typically in high demand most of the time, you'd be wise to form a strong alliance.

Focus on learning what the reluctant/capable participant wants, needs and likes, both about the project and in general. The chances are pretty good that you won't have much that s/he can't get from work on other projects, but it never hurts to hunt for unique benefits.

In the event you don't have unique benefits for the reluctant/capable participant, focus on the benefits that the organization will derive from the project.

If the reluctant/capable participant is prone to extensive and somewhat technical explanations, take the time to listen; really LISTEN. Ask good questions and devote some time of your own to learning more about their area of expertise. You'll demonstrate your valuing of the person and you'll learn something in the bargain.

When/if you get a commitment, even a tentative one, ask the reluctant/capable participant to put it in his/her planner. The commitment is more likely to stick if they write it down than if they don't.