Learn When to Say No

If you’re like most people, you’re constantly fielding requests at work. The asks are formal and informal, large and small, and from all across the organization. The inflow is so great, you can’t possibly agree to everything. So it’s crucial to learn when to say no and how to say both no and yes.

Tulgan, who spent decades studying what makes people the most highly valued, indispensable employees at organizations, presents a three-part framework for managing the flood of requests. First, assess each ask, systematically gathering the details that will allow you to make an informed judgment. If you do have to turn someone down, deliver a well-reasoned no. A good no is all about timing and logic—it’s in order whenever things are not allowed, cannot be done, or should not be done. Moreover, it’s communicated in a way that makes the asker feel respected. If the answer is yes, make it an effective one by explaining how you think you can help, pinning down the deliverables, and laying out a focused plan for execution.

A considered no protects you. A good yes allows you to serve others, add value, and collaborate effectively. If you become skilled at conveying both, you can avoid burnout, increase your influence, and enhance your reputation.