A quick 🧵on saying no.
While external forces definitely play a role here and may limit your options, this is an area where a lot of pain is self-inflicted.
managers: "why aren't they pushing back?"
team members: "I never have a second..."
How can you turn the tide? ➡️
While external forces definitely play a role here and may limit your options, this is an area where a lot of pain is self-inflicted.
managers: "why aren't they pushing back?"
team members: "I never have a second..."
How can you turn the tide? ➡️
1/
You can almost never agree to something w/o something else suffering. A good habit here is to identify the thing that will get less attention, and say it out loud.
To focus on _____, we’ll probably need to de-prioritize _______. Have that answer ready.
You can almost never agree to something w/o something else suffering. A good habit here is to identify the thing that will get less attention, and say it out loud.
To focus on _____, we’ll probably need to de-prioritize _______. Have that answer ready.
2/
It is important to visualize *all* of your work, not just the work in work tracking tools.
Whenever I see ppl brain-dump *all* of their promises, it is far more (like 3-4x) than they immediately acknowledge.
It is important to visualize *all* of your work, not just the work in work tracking tools.
Whenever I see ppl brain-dump *all* of their promises, it is far more (like 3-4x) than they immediately acknowledge.
3/
You have to have a system that makes it easy to check your bandwidth. Otherwise you'll find yourself saying "yes" with the intent of double-checking later.
Later never comes. You've already said yes.
You have to have a system that makes it easy to check your bandwidth. Otherwise you'll find yourself saying "yes" with the intent of double-checking later.
Later never comes. You've already said yes.
4/
You have to be prepared for a manager to try to play Tetris.
IOW, they'll start grilling you on what you're doing to the point where they find a wedge ("oh, can you slightly de-prioritize X", or "can you get a more precise estimate on Y") and force a commitment.
Be ready.
You have to be prepared for a manager to try to play Tetris.
IOW, they'll start grilling you on what you're doing to the point where they find a wedge ("oh, can you slightly de-prioritize X", or "can you get a more precise estimate on Y") and force a commitment.
Be ready.
5/
Related, you have to avoid playing Tetris with your OWN time. If you are already maxed out 99%, with every moment locked in weeks in advance, you'll have no time to breath, and the smallest interruption will throw all of your work for a tailspin.
Leave 30% slack...
Related, you have to avoid playing Tetris with your OWN time. If you are already maxed out 99%, with every moment locked in weeks in advance, you'll have no time to breath, and the smallest interruption will throw all of your work for a tailspin.
Leave 30% slack...
6/
Don't rely on your own estimates unless historically you are incredibly good at estimating. Manage throughput not your calendar and focus on finishing not starting.
If you find yourself saying "oh maybe that will only take 3hrs not 6hrs"... watch out!
Don't rely on your own estimates unless historically you are incredibly good at estimating. Manage throughput not your calendar and focus on finishing not starting.
If you find yourself saying "oh maybe that will only take 3hrs not 6hrs"... watch out!
7/
Know where your time and energy is going right now. This relates to the wedge comment above, but if you lack self-awareness on how you're allocating your time/energy currently, you'll have no way explain the tradeoffs to anyone else.
Keep a time/energy allocation diary.
Know where your time and energy is going right now. This relates to the wedge comment above, but if you lack self-awareness on how you're allocating your time/energy currently, you'll have no way explain the tradeoffs to anyone else.
Keep a time/energy allocation diary.
8/
The most powerful defense is a good offense.
That means being able to explain why what you're working on is the single most valuable thing for the company. And that anything getting in the way is a major liability.
Be ready with an answer. Don't assume your mgr knows this
The most powerful defense is a good offense.
That means being able to explain why what you're working on is the single most valuable thing for the company. And that anything getting in the way is a major liability.
Be ready with an answer. Don't assume your mgr knows this
9/
Finally, say "no because" ... for real. This is disarming to lots of managers who expect some kind of hedging. They'll respect it!
At a minimum, say "I need to review my commitments and get back to you".
Finally, say "no because" ... for real. This is disarming to lots of managers who expect some kind of hedging. They'll respect it!
At a minimum, say "I need to review my commitments and get back to you".
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