You can’t always hand out glamorous projects. When you have to dole out less-desirable assignments, you need buy-in from the people who didn’t choose the work. Instead of relying on persuasion or pressure, focus on helping your team accept the outcome. Start by asking yourself these three questions. 

Have I offered any real freedom, however small? People rationalize outcomes more easily when they feel some control. You might not be able to change what needs to get done, but can the person choose how or when to do it? Could they shape its scope or sequence? Even symbolic choices boost acceptance. 

Does this feel clearly defined, or up in the air? Open-endedness delays buy-in. When you hedge (“let’s try this for now”), people are less likely to embrace the assignment. Instead, make it clear the decision is settled. Finality helps people shift from resistance to commitment. 

Have I made the process feel legitimate? People care how decisions are made. Explain the logic behind the assignment and show how it aligns with consistent criteria. Even if the task is tough, clarity and fairness go a long way toward earning acceptance.

Adapted from When You Have to Assign Work No One Wants to Do by Adam Eric Greenberg, et al.

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