You might be ready for more responsibility in your role but not know how to ask for it. ‘I want more responsibility’ is a reasonable ambition, but it leaves your manager to decide what this means. Making a specific request makes the conversation easier and helps stop the extra work becoming an open-ended addition.
You should aim to come to an agreement about a manageable opportunity with clear support, authority and expectations. More responsibility should allow you to demonstrate readiness or gain a new skill rather than simply make your working day longer.
Decide what you want to gain
Decide on a specific skill you would like to gain; for example, mentoring, customer communication, decision-making, technical skills or project ownership. Then decide on a specific opportunity that allows you to practise that skill. For example, leading one well-defined project may be more useful than taking on several unrelated duties.
Link the opportunity to a real team need. For example, a process may need an owner, a new team member may need mentoring or a small project may keep losing momentum. Do not offer to solve a problem before you know the size of the problem.
Demonstrate readiness
Identify examples showing that you can handle the next step. For example, you may have completed current responsibilities reliably, coordinated a smaller project or identified and managed a risk. Also identify areas where you still require support.
Readiness does not mean you already know everything. It means you have enough knowledge of the project to discuss support and boundaries appropriately. If an aspect of your current role is still challenging, it may be useful to improve this aspect as well as attempt a manageable increase in responsibility.
Create a short request
Describe the opportunity, the benefit, what you will do and what resources you will require. For example: ‘I would like to coordinate the next customer feedback review. I will organise the interviews and produce a summary, with you approving the interview questions and final recommendations.’
Also decide on a timescale and a review. A six-week pilot is easier to evaluate than an indefinite change. Also identify how success will be measured and what you will gain from the opportunity.
Request to meet
Choose a suitable time for this conversation. This could be at a one-to-one or during a development meeting. Provide your manager with enough information so they can prepare; for example: ‘I would like to discuss leading a small project in order to develop my project coordination skills.’
A good starting point for a conversation could be: ‘I feel ready to develop X. I have found Y which could benefit the team. What would I need to show and how can this be made manageable?’
If speaking up feels difficult, see our guide to workplace confidence for a preparation approach.
Consider both responsibility and authority
Having responsibility without authority can cause frustration. Ask what decisions you can make independently and which decisions require approval. Also ask who will support you when the work requires colleagues outside of your team.
If you are leading other people then ensure that your role is clear. Are you organising information, assigning work or managing people? These are different types of responsibility. Do not assume that leading a project also gives you authority that has not been agreed.
Agree support and workload
Consider how your existing workload will be affected. For example, ‘I can take this on if the weekly report is moved to next month’ is more sustainable than simply increasing each working day without discussion. Estimate the amount of time required and revisit this when you have more information.
Agree training, systems and a person who can support your learning. Regular check-ins are particularly useful at the start of the opportunity. Requesting support does not mean that you are incapable but rather that you are planning to deliver the opportunity.
Discuss recognition without assuming a promise
Ask how this increased responsibility relates to expectations for the role, progression or review. Taking on a new responsibility does not automatically result in a pay increase, title change or promotion. Understanding the relationship will allow you to make an informed decision.
If there is a significant change to your role then ask about the arrangement and any policies that are in place. Employment and contract policies may vary depending on the country. Where necessary seek appropriate local advice. Do not use a general guide for career development to interpret your rights.
Use ‘not yet’ effectively
If you are not given a ‘yes’ then ask why this is. It could be due to capacity, timing or a specific readiness concern. Ask ‘What would you need to see before you would consider this?’ and ‘Is there a smaller opportunity that I can take on now?’
If the answer is conditional then agree a review date. Repeated delayed responses are also information. Consider another approach and see our guide to career options.
Make progress and learning visible
When the opportunity is in place share brief updates on progress, any risks and any decisions that need to be made. Flag problems as soon as they are encountered. During the review discuss what has been achieved and what has been learned, including what you would do differently.
Make a clear record of what has been done without holding any confidential information in a personal record. A successful increase in responsibility may be used as evidence in a development conversation. An imperfect one may still highlight a useful next step in learning.
Next steps
Create a five-line request for increased responsibility. In these lines describe the opportunity, its benefit to the team, the evidence of your readiness, the support you will need and the review date. Use this to start a conversation and then translate the agreement into a professional development plan. Clear boundaries will make the increased responsibility more useful to you and the team.
