Posted under Uncategorized on August 7, 2022 by Shari Harley. 0 Comments
Saying no is hard. We don’t want to disappoint or let people down. And yet, you can’t say yes to everything. You can say no and still sound like a responsible, easy-to-work-with, accommodating professional.
Here are four practices for saying no:
Thank the person for asking. “Thank you for asking me.”
1. Saying “thank you” acknowledges the other person and buys you time to think about their request.
2. Tell the person you need some time to think about the request. Ask, “Can I have a few days to think about it? I’ll get back to you by Friday.”
You don’t need to reply in the moment. I often regret things I agree to without thinking through the request thoroughly.
3. Consider what you really want and are willing to do. It’s much worse to over commit and under deliver than to simply say no or renegotiate requests.
4. Get back to the person in a timely way (when you said you would) and tell them what you’re willing to do.
How to Say No Option One: Simply say no.
Example: “I really appreciate you asking me to write the proposal for the __________ RFP. I’m not able to do that. Can I recommend someone else who has the expertise and will do a great job?”
Don’t give a bunch of reasons for saying no. People aren’t interested in why we can or can’t do something. They just want to know if we will do it.
How to Say No Option Two: Agree and negotiate the time frame.
Example: “I’d be happy to do that. I can’t do it before the last week of the month. Would that work for you?” If the answer is no, negotiate further. Ask, “When do you really need it? I can certainly do pieces by then, but not the whole thing. Given that I can’t meet your timeline, who else can work on this in tandem or instead of me?”
How to Say No Option Three: Say no to the request but say what you can do.
Example: “I can’t do _______. But I can do ________. How would that work?”
A review of how to say no:
Acknowledge the request by getting back to the requestor within 24 hours.
Give yourself time to think about and respond to requests.
Negotiate requests to your and the requestor’s satisfaction.
Agree on what you can and are willing to do.
Keep your commitments.
Saying no is always hard. But it’s always better to say no than to ignore requests, or to say yes and do nothing.
“If you have nothing nice to say, don’t say anything at all.” Most of us grew up hearing these words. Last week I used them with my six-year-old son, and instantly regretted it. He said something hurtful to me and I told him to keep those thoughts to himself.
I want him to keep his thoughts to himself if he doesn’t like a kid at school or doesn’t want to play with someone. Walk away, find another place to play, is often my guidance. But with me? With me I want him to be honest, always, even if it hurts.
Every time we talk with people, we train them how to interact with us. If I tell my son not to tell me the truth, I teach him to protect my emotions and stifle his. I teach him I’m not strong enough to handle the truth and that I’m someone who needs protecting. I teach him that he can’t be honest with me.
If you want your coworkers, boss, family and friends to be honest with you, make it easy to tell you the truth. Take in what others say without visibly reacting. Say “thank you” for whatever feedback and input you get, even when you want to say everything but. Take the time to ‘get over’ hard messages and then discuss further, when you’re not angry.
People learn quickly. If we react to suggestions, input, and feedback negatively, people learn that we can’t take challenging data and they stop giving it to us. I don’t want to be the person the people I care about are afraid to talk with because my reaction is just too hard to deal with.
Should you care about everyone’s feedback? No. Should you ask everyone for feedback? No. Should you be open to everyone’s feedback? No. Be open to feedback from the people who matter most to you. Open your heart and your mind. Close your mouth. Even when you want to do everything but. Strengthen your relationships and train people that you can handle the truth.
How many times have you been sitting at your desk wondering, “Why won’t they ___________ ?” Perplexed, you talk with your buddy at work. The conversation goes something like, “I’ve got this person, and I can’t figure out why they won’t ______________.” Or perhaps you talked directly to the person, but after several conversations, they still haven’t done what you asked them to do.
There are four reasons why people don’t do what you ask them to do:
They don’t know how.
They don’t think they know how.
They don’t want to.
Reason number one for a lack of employee performance, they don’t know-how, is the easiest to solve. People who don’t know how to do something need training, coaching, a mentor, a job aid or some other form of instruction. The hope is that with the right training and exposure, they will be able to do what you’re asking.
Reason number two for a lack of employee performance, they don’t think they know how, can be improved over time with patience and consistent coaching. You aren’t working with clean slates. Most people are recovering from or reacting to a past relationship or situation. If a person worked for a controlling manager who never let them make a decision or worked for someone who invoked punitive consequences for making mistakes, the person will likely be hesitant to make decisions. Hence why they continue to ask questions and repeatedly check in, but never make a decision independently.
If you work with someone who doesn’t think they know what to do, but you know they have the answer, encourage them to trust themself. When they come to you for validation or approval, ask questions, don’t give answers. Tell the person you trust their judgment and encourage risk-taking. Tell them you’ll support their decision, even if it proves to be the wrong one. And encourage them to make a decision next time without consulting you. Then keep your word. If they make a wrong call, you have to have their back and can’t invoke negative consequences.
Reason number three for a lack of employee performance, they can’t, is challenging but clear-cut. People who can’t do a task their brains aren’t wired for, will never do that responsibility well, regardless of how much coaching, training, and assistance you provide. If you have repeatedly and effectively, coached, trained, and provided support and the person still can’t do what is being asked, remove that responsibility and give the person something they can do well. If that responsibility is a large part of the job, you have someone in the wrong job. It’s time to make a change.
Reason number four for a lack of employee performance, they don’t want to, is annoying but manageable. There are lots of reasons people don’t do things they don’t want to do. Those reasons include, but aren’t limited to, boredom, lack of buy-in as to why something is important, insufficient time, feeling like a task is beneath them, etc. If you’ve got someone who can but doesn’t want to do something, you can either take the responsibility away, incent them to do it, or give feedback EVERY TIME the task doesn’t get done.
Giving negative feedback isn’t fun for the giver or the receiver. No one wants to hear that they aren’t meeting expectations and most people don’t want to tell you. But the discomfort of receiving negative feedback EVERY TIME the person doesn’t do what they need to do will create behavior change. They will either begin doing what you ask, quit, or ask for a transfer. Either way, your problem is solved.
The first step in getting people to do what you want them to do is to discover why they’re not doing what you ask. It’s impossible to appropriately manage employee performance if you don’t know why someone isn’t doing what needs to do be done. And the person to ask why a responsibility isn’t getting done isn’t you or your buddy, it’s the person not doing the work. So, get out of your head, leave your office or laptop, and go talk to the person not doing the work.
Here’s how to start an employee performance conversation:
“I’ve noticed you’re not doing ___________. Help me understand what’s happening.” Watch your tone, inquire from a place of genuine curiosity, and identify the reason they aren’t doing what they need to do. Then you can intervene appropriately and hopefully get what you want.
The best way to get your next job is to be great at your current job and ask for more. And the same goes for asking for a raise. Do a great job, make your contributions known, and work with your boss to create a plan to help you get to the salary you want.
Saying or acting as if you’ve been treated unfairly and that your talents aren’t being recognized may be true, but it may also get you the reputation as a negative whiner. People want to work with positive and appreciative people. Demonstrate both when asking for more.
Below are eight steps for asking for a raise:
How to ask for a raise step one: Write down the accomplishments you’re proud of since your last significant pay increase.
How to ask for a raise step two: Find out what your job pays on the open market. Jobs are assigned a value and a pay zone that is often transferable across industries. For example, if an entry level accountant at a big four accounting firm is earning $60,000, the pay zone is likely $50,000 – $70,000. If said employee asks for $64,000, that’s realistic. If they ask for $85,000, they’ll be seen as out to lunch. If an employee wants to earn $85,000, with their current level of education and experience, they’ll have to switch careers.
How to ask for a raise step three: Learn your company’s philosophy on compensation. Companies often deliberately decide to pay in the top, middle, or lower part of pay zones. For example, if an industry like sports or entertainment is glamorous and lots of people want to work in that industry, jobs are likely to pay less. Perhaps a company has great perks and benefits, and in exchange, pays less. Alternatively, some companies want to be known as providing the highest compensation and will pay for it. Knowing where your company falls on the compensation spectrum will help you determine a realistic number to ask for. Your Human Resources representative can answer these questions.
How to ask for a raise step four: Be prepared to present and talk about the impact you’ve made on your organization. Focus on accomplishments and how you’ve changed the business, not on how hard you’ve worked. Results get rewarded.
How to ask for a raise step five: Don’t give an ultimatum, unless you’ve already discussed a pay increase a few times, nothing has changed, and you’re ready to leave. Instead, work with your manager to create a realistic plan to get you to an agreed-upon pay rate. Put the plan, with specific milestones you need to hit, in writing and agree to discuss results quarterly. Managers may be hesitant to promise a future pay increase, but will support written work-related goals, which will help you make the case for a pay increase.
How to ask for a raise step six: Don’t be afraid to ask for a raise. You may not get the raise you want, but nothing bad will happen for asking, providing you do so appropriately. The initial conversation could sound something like, “I love working here and am really enjoying my job. Because of my contributions to our organization, I feel I’m worthy of a pay increase. Can we schedule a time to talk about what might make sense? And with your permission, I’d like to send a list of my most recent accomplishments. Would that be ok?”
How to ask for a raise step seven: Discover who needs to support your pay increase. Your boss may not have the ability or authority to give you an increase. Subtly ask what they can do. That could sound something like, “Who needs to participate in the decision to grant me a pay increase? Is there anything I can do to assist with sharing my accomplishments or making the case for an increase?”
How to ask for a raise step eight: Once you know what your job pays across industries and your company’s philosophy on compensation, ask for a realistic number that will make you happy. If you’re asking for large increase, consider incremental raises over a period of months. Ask for something that’s easy to say yes to.
If you think you deserve a pay increase, don’t be afraid to ask. Ask in a positive way, focusing on the value you’re adding to the business. Be patient and work with your boss to create a plan to get where you want to be. The worse you’ll hear is “no.” And if the answer is no, you’ve planted a seed and opened the door to the next conversation.
No one likes giving people negative feedback. Giving negative feedback often makes both the feedback deliverer and the recipient feel badly. To make everyone feel better, we dress negative feedback up with pickles and relish, otherwise known as The Empathy Sandwich.
The Empathy Sandwich in action: “You’re doing really great. Now you did almost cost the company $50,000, but in general, things are going great.”
The Empathy Sandwich leaves people unclear, wondering if there is a problem. Instead of softening negative feedback with positive platitudes on both ends, tell people you’ll be providing positive and negative feedback as things happen, and then separate both types of feedback.
Giving feedback to people you manage: “As your manager, my job is to help you be successful. As a result, I’ll tell you what I see, as I see it. I’ll give you both positive and upgrade (negative) feedback in a timely way. Because if I don’t, you won’t grow as a result of working with me.”
Paving the way to give feedback to peers and those at a higher level: “We see each other work and are in a unique position to provide each other with feedback. If you see me do something positive or not so positive, I’d like to know. I promise I’ll be receptive.”
Delivering feedback and avoiding The Empathy Sandwich: When you give feedback, separate the positive from the negative. You could say something like, “I want to talk about a few things today. Here are some things that are going well… Now, I also have something to talk with you about that is not going as well… After you deliver the negative feedback, say something like, “I know there is a tendency to dwell on negative feedback. I want to remind you of the positive things we talked about today.”
People can handle negative feedback. They won’t quit if you’re honest about their performance. They will likely become defensive and get upset for a time. That’s ok! Your job when giving feedback is to be clear, timely, and specific. Prepare and practice your delivery out loud. Ensure you have the relationship to deliver the feedback. Don’t worry so much about the response.
Last week we had movers in our warehouse moving products in and out of storage. The movers charged by the hour. Shortly after they arrived, I noticed one of the movers on his phone. Then I noticed another on his phone. I didn’t say anything. The phone use continued. So, I politely asked the two movers to only use their phones when they were on a break. And then I felt badly about saying something and spent the rest of the day apologizing. I didn’t want them to think I was ‘mean’.
I know it was ok to hold them accountable. I was paying a lot of money for their time. It was completely reasonable to expect them to be working. But I want to be liked and approved of (yes, even by the movers who I’ll never see again).
Every time I apologized or sought to justify my message, my communication lost power. Why say anything if I’m going to spend the day regretting and retracting my message?
After the experience with the movers, I realized how often I apologize for making requests, even perfectly legitimate and modest requests. And I’m wondering why I do this? Are we taught it’s not ok to ask for things?
Making requests is a subtle form of giving feedback. It’s less direct than what I call the “tell method.”
It’s ok to have expectations. It’s ok to make requests. And it’s ok to hold people accountable. I know this. You know this. And yet, I see how often I and others apologize for making requests and giving feedback. I feel like we need a regular pep talk – a little bird whispering in our ear each time we ask someone to do what we hired them to do. “It’s ok to ask. You aren’t mean. It’s ok to hold people accountable. If people don’t want to do the work they agreed to or can’t accept feedback, they’re not the right people.”
I’ll just keep giving myself that pep talk, because it’s ok to ask and not feel badly about it.
You receive a meeting request for April 5th. Your calendar is open, so you accept the request. You get asked to visit an out-of-state client on April 12th. Your calendar is open, so you say yes. You’re asked to make a presentation in place of a team member who is out of town, on April 14th. You want to be a team player, so you say yes. And soon what was a relatively slow month is booked with meetings, travel, and other commitments. Mid-month you’re tired, over-extended, and resentful. You want to be a good team member and a responsive professional. How do you do both without feeling tired and resentful?
One of the best pieces of advice I heard many years ago was to decide how to handle something before the situation presents itself. For example, if you’re trying to lose weight and you’re going to an event that will have an amazing buffet, decide what you will and won’t eat before you arrive. Choosing not to eat the desserts will be much easier if you’ve made that decision before the event rather than when you’re standing in front of temptation. Managing commitments and schedules can work the same way.
Before having a child, I worked 80 hours a week and traveled up to six days a week. After having my son, I realized that I didn’t want to keep that kind of schedule anymore. I needed to cut back. So, I created clear and specific boundaries for myself. I decided how many days a month I would travel, by what time I needed to arrive home from a trip, and how many speaking engagements I would commit to each month. When I received speaking requests, I honored my pre-established boundaries. If I was already on the road the maximum number of days, I told myself I would travel, I asked if the client could do a different month and if the answer was no, I turned the work down.
I never deviated from my established boundaries. And when speaking requests came in, the decision-making wasn’t a struggle. I didn’t have to decide if accepting a request would be too much. I’d already made the hard decisions about the schedule I would keep. So, each incoming request either fit into my already-decided-schedule or it didn’t.
I work for myself. I have latitude to make decisions about my schedule that I might not if I still had corporate job. So how do you make and share decisions when you’re not your own boss?
Decide what you want your schedule to look like. How many hours do you want to work a week? What time would you like to start and stop working on most days? How much travel are you willing and able to do? How many meetings can you attend a day and still get your work done, so you’re not working each evening or weekend?
Then communicate your desired schedule to the person you work for. Tell your manager how much travel you would like to do and the hours you would like to work. Then negotiate. You may not be able to maintain the schedule you want all the time, but you certainly won’t if you don’t make your desires known.
The time to tell your manager that you want to reduce your travel is before you’re asked to take a trip, not after. But it’s never too late. If you find yourself too busy or on the road too much, you can always have a conversation and renegotiate.
It’s been two years since I’ve traveled for work or done an in-person speaking engagement. I’m just now accepting speaking engagements that will put me back on the road. And I’ve realized that I need to reset my boundaries. Life has changed in the past two years. I need to re-adjust my commitments to myself. And the time to do that is before the next speaking requests comes in, not after.
Many people worry about giving feedback because they fear they don’t have the ‘right’ words. They’re concerned they’ll say ‘it’ wrong and damage their relationships.
Feedback is hard enough to give without worrying about saying everything perfectly. Worry less about having all the right words and more about whether or not people trust your motives.
When people trust your motives – why you’re giving feedback – you can say almost anything. When they don’t trust your motives, you can say almost nothing.
Getting negative feedback is hard. It’s easier to listen to feedback when we trust the person who’s giving us the feedback – we know their intentions are to help versus to judge or hurt us.
Speak from the heart, be authentic, and worry less. Be yourself. If you’re nervous to say what you want to say, tell the other person you’re nervous. If you’re struggling to find the right words, say so. If you’re worried you’ll damage the relationship or that it isn’t your role to give the feedback, say that. Authenticity goes a long way.
How’s how to give feedback you’re apprehensive about:
How to give feedback example one: Consider saying, “There’s something I need to talk with you about, but I’m concerned that I won’t use the right words and will damage our relationship.”
How to give feedback example two: “There’s something I want to talk with you about, but I’m concerned how it will come across. Is it ok if I say what I need to say?”
How to give feedback example three: “I want to give you my thoughts on something, but I’m concerned that it’s not my place to do so. Is it ok if I share my ideas about _________?”
Other people aren’t expecting you to be perfect. But they do want to know they’re working with a human being. And human beings are fallible. We have fears. We make mistakes. And sometimes we don’t say things perfectly.
You don’t have to be perfect; you just have to be real.
People have a tendency to talk about us, not to us. If you haven’t been gossiped about, you just need to meet more people.
If you have something to say, say it directly to the person involved. If you’re not going to speak to the person directly, say nothing at all. As we all know, this is easier said than done. Gossip will destroy relationships, organizational cultures, and careers faster than anything else. And we are all tempted to gossip.
Most of us consider gossip to be saying something bad about someone else when that person isn’t there. But what if we say something good?
The strictest definition of gossip is talking about another person while she is not present. But for our purposes, let’s say gossip is talking about another person so as to alter how others think about that person.
Several years ago, I took a year-long class with about eighty other people. The class met one weekend a quarter over twelve months and had a few ground rules, one of which was no gossip. Participants couldn’t gossip anywhere, at any time, during the class’s entire duration. No gossip with friends, family, or coworkers for a year.
When the class started, I assumed the no-gossip guideline would be no problem for me. Then I started to notice my behavior. At the time, I was a director in my organization and had one friend at work who was my typical confidant. Most of us have “our person” at work—someone we confide in and complain to. The two of us would sit in my office with the door closed, talking about all the bad decisions the leaders of our company had made. The moment I began paying attention to the no-gossiping rule, I realized that not only did I gossip, but I was good at it and even enjoyed it. (Oh, come on, admit it—it’s fun.)
The problem is that gossiping breaks trust. If a coworker gossips with you about someone else, he will talk about you to someone else. You are not special or different. (Well, you are, but you know what I mean.) You are not exempt.
As you rise in an organization, you have exposure to more and more sensitive information. You know about employees’ performance ratings, the organization’s financial results, and impending layoffs. One criterion of promotion is being able to be trusted with sensitive information. If the senior people in your organization think you’re a gossip and can’t be trusted to keep confidences, your career is going nowhere.
People will never stop gossiping. It’s one of those human things. We all do it, and we aren’t going to quit. The best we can hope for is to reduce the amount of time we spend talking about other people behind their backs.
I won’t suggest you stop gossiping. I merely suggest you bring attention to the gossip circulating throughout your organization. Bringing attention to the gossip circulating in your organization will raise awareness, and reduce the gossip, just a little bit.
** This blog is an excerpt from the book How to Say Anything to Anyone.