Say “No” at Work To Love Your Job

Love your job by saying no at work - boostkamp agile coach training Indonesia

Common reasons why people dislike their job is being overworked, and having to spend a big chunk of their time doing things they don’t like. But, what if there’s actually a simple way for you to take better control of your time and the things you work on?

The key to loving your job is to do less of the things you don’t like, and more of the things you do. One great way to do this is to be better at saying no.

I get it, no one loves every part of their work. In every role, there’s bound to be pieces of work you don’t particularly enjoy doing, but you must do them regardless because it’s important. Take admin tasks for example. Although we all hate doing them, we still do it every time, because it’s unavoidable. But for everything else, you actually have more control over them than you think.

When it comes to creating the work situation you want, the ability to say "no" is crucial. Saying "no" to a meeting, a piece of work or a role that doesn't align with your skillset or priorities, can help you enjoy your work better by focusing on the work that truly matter and achieve success in your career.

Saying "no" to a meeting

We’ve all been in meetings where we’re not even sure why we’re invited in the first place. Meetings can be time-consuming and at times, useless. Before agreeing to attend a meeting, ask yourself these questions:

  • Can I give value to the meeting?

  • Can I get value from the meeting?

  • Can someone else take my place in the meeting?

  • Does the meeting align with my current priorities?

If you feel that you can’t give or get any value from the meeting, it will beneficial for you to decline the invitation. When declining, remember to be open about your reasons. Most people have lots of meetings they would like to skip too. So when you’re clear about your reasons for not being there, they will also understand.

Another good question to ask is - Can this meeting be an email?

Not everything needs to be a meeting. While there’s certainly value and efficiency to be found in a meeting, some topics can get by with an email/chat/etc.

Saying "no" to a piece of work

Taking on too much work can lead to burnouts and decreased productivity. When you work in a corporation, chances are you have endless stream of work that comes in. If you agree to work on every new task, you’ll end up stretching yourself so thin to the point where you’re making mediocre progress on all of your work.

Multi-tasking is a myth. What you want is consistent and focused effort to select pieces of work so you can make valuable progress. When it comes to taking on a new task, be aware of your current workload and priorities. If you are already overwhelmed with work, consider the following questions:

  • Why is this new task important?

  • What will happen if this task is not done soon?

  • If I take on this task, how will it impact my other work?

  • Can someone else take on this task?

  • Does this task align with my current priorities?

  • Is there a change in my priorities that would make this task important?

Asking these questions will greatly help you decide on whether to take on or decline the task. When deciding, it's important to be honest and transparent. If it’s your boss who asks you to do the additional task, run by the questions above with them while openly sharing all the work you currently have on your plate.

By doing this, you will initiate a productive discussion on whether to take on or pass on the task. If you decide to do it, it’s because you know it’s important. And if you decide to pass, you knowingly do so by having an open discussion about your workload and priorities.

Saying "no" to a role

Taking on a new role can be exciting, but it's also important to be aware of your current responsibilities, skillset and career aspirations. If you’re unsure about a role that’s being offered, try asking these questions:

  • What value can I bring to my customers and people around me by being in the role?

  • Does the role excite me?

  • Does the role move me closer to my career goals?

  • What new responsibilities does the role bring?

  • Do I have the necessary skills to successfully perform in the new role?

  • How do I need to adjust my character/habit/skills to do well in the role?

  • How does the role benefit me intellectually/professionally/financially?

If you feel that a role is not in line with your skillset or priorities, it is important to have an open discussion with your boss. Go through the questions above with them to understand more about the role, and let them know your thoughts and aspirations.

When declining, it's important to have an honest discussion. Make sure to let them know that you appreciate the role offer, and that you’ve put careful thought before deciding to pass on it. Also remember to reiterate your aspirations, so your boss understands what you find important for your career and can better support you to achieve them.

Bottomline

In summary, saying "no" is not about being confrontational or uncooperative. It’s about spending more time on things you like doing and less time on things you don’t, so you can love and enjoy your work better. You do this by making informed selections based on your priorities, strengths, and limitations. By asking the right questions and having open discussions, you can make sure that your "no" is not just a reaction but a thoughtful decision.

Also remember that saying "no" doesn't make you any less of a team player, but it shows that you take ownership of your own career and well-being. By being intentional about the activities you take on, you can put yourself in a much better position to perform and bring value to your company.

In short, saying "no" is not only good for you, but it’s also good for the company you work with. By taking control of your own career, not only can you improve your own performance, but you can also better contribute to the growth and success of the company.

Previous
Previous

The MVP Cheat Sheet: A Guide for Product Managers

Next
Next

Leaders, This Is Why Your Agile Transformation Failed