Voluntold: When Delegation Meets Coercion

It's what happens when your manager announces that you've volunteered for something you had no idea you were being asked to do.

It's an interesting leadership technique. A curious blend of delegation, coercion, and wishful thinking. And it's a foolish one.

Why? Because compliance and commitment are not the same thing.

Self-determination theory tells us that autonomy, competence, and connection are fundamental psychological needs that support motivation. When leaders undermine someone's sense of choice, they risk turning an opportunity into an obligation. AND there's also the small matter of trust.

When someone is voluntold, they might do the work. They might even do it well. But you've taken away something important: their sense of choice.

Being voluntold sends a message: I've made a decision about your time, priorities, and capacity without bothering to ask you. Perhaps the person would have said yes anyway.

Perhaps they would have brought enthusiasm, creativity, and energy to the task.

Now they'll never know. Neither will you.

Good delegation is a conversation. It involves explaining what's needed, exploring capacity, agreeing expectations, and allowing someone a meaningful voice in how the work gets done.

Of course, not every workplace responsibility is optional. Sometimes a leader has to assign work. That's part of the job.

But pretending an instruction is an invitation doesn't make it one. If you're going to delegate, delegate. If you're going to invite, give people a genuine choice.

Just don't confuse being voluntold with volunteering.