No, for all of its two letters of the alphabet is a huge word. It implies an unequivocal statement of denial, an indication that you don’t want to play, that you’re drawing a line in the sand. In our hearts, of course, we know that all things are not equally worth doing, and, perhaps even more importantly, that we simply cannot do it all. Saying no, however, that’s hard! Setting broad priorities that align with mission, values and goals can help you identify the most important items to say yes to; figuring out what you will and won’t do, and how and when, is at the heart of good leadership and healthy, less stressful living.

In a recent coaching session, I was working with a senior leader who felt as if she was heading for burnout. If she said yes to one more thing, she stated, it would be her undoing. But how could she say no? To her boss (and risk losing her job?), to her immediate colleagues (and risk being seen as a non-team player) to the head of another department (and risk not being seen as a colleague?). She was caught, and she knew it could not go on.

My client was right. She could not continue in this manner, seeing her work as a bucket to fill, yes even until it overflows, was not productive. She knew she had to find a way to stop, reassess and develop an approach that took her out of the potential disaster ahead. She needed to think more expansively, pay attention to what was important for her and her colleagues in this moment and create a sustainable solution to her dilemma.

Michael Porter, Harvard Business School professor and author of the seminal book Competitive Strategy, says that at the heart of good strategy is knowing what you will not do. How might thinking about organizational strategy help us consider our individual strategy? Clearly the person I describe above was not in a good place—in fact it is possible she was already saying no, perhaps not out loud, but because she could, in fact, not do everything. Wouldn’t it be better for her to strategize and pre-determine her workload? Wouldn’t her supervisor prefer to discuss whether or not item X should be on her agenda as a “must do” rather than have her leave the conversation in turmoil? In general, the answer for most bosses would be a resounding yes. But how to decide? And how to make this decision your decision, and know that it is best for you and the organization you work for? 

A few approaches to consider:

·       Plan out how long a project might take & review it with your boss and your team; include thinking what time you have to devote to it.

·       Consider how urgent the project or task is, and for whom.

·       Create a chart of the work ahead for you and your team; incorporate this overview into a weekly team meeting or meeting with your supervisor.

·       Look at who else might take on this role or project, giving them a chance to grow and develop.

·       Talk through the project with whomever is assigning it; understand the necessity of doing it now, later, or even never.

Building a shared and tested team approach to determining what’s important and how aspects of what seems necessary get prioritized is vital, both in creating a healthy workplace, and in encouraging effective strategic thinking and tasking. Michael Porter, whom I quote earlier, is a master of understanding how to develop good and successful strategy. Understanding what to take off the table is just as vital as adding new ideas. Getting to no, it turns out, is as important as getting to yes—it may in fact be harder, but it is essential. Remember too, it is not just a question for the individual, it is an issue for a team or a department to consider: Do we need to be doing this? Does it add value? How? If we do this, what will we stop doing?

So, reflecting and planning in this manner is good for the organization, and it’s good for you, and your team and department members, and vice versa. Sorting out the “must do,” “want to do,” or the “not necessary to do” helps you spend your time on what you excel at and on what is inherent to the success of the mission of your organization. Eliminating busy work, or work that is not necessary, streamlines operations and creates a workplace where people feel more satisfied, more accomplished and more able to identify strategic, mission-based opportunities. Seems good to me!

ADDITIONAL BLOGS THAT COULD BE OF INTEREST