Saying “no” isn’t as easy as it seems. After running a marketing business for over 19 years and recently launching another, I’ve learned that mastering this simple word is one of the most valuable lessons in my career. Many of us spend a lifetime saying “yes” to please others, often overwhelming ourselves and our teams in the process. It’s easier to say yes and deal with the fallout in the short term, but the long-term consequences can be damaging.
When we say yes too often, we train our clients to expect it, making it harder to set healthy boundaries. But saying no doesn’t mean you’ll lose a client or ruin a relationship—in fact, it can strengthen them. A well-considered “no” can be beneficial for everyone involved.
At my company, the top priority is always the physical and mental well-being of individuals and teams. This focus has consistently served my business, my career, and those who rely on me. Here are situations where saying no is not only appropriate but necessary:
- A client requests double the work without adjusting the budget.
- A client increases the budget but still demands the same timeline for twice the work.
- A team member proposes taking on tasks that don’t align with the team’s skill set.
- Someone asks for a favor when you’re already overwhelmed.
Strategies for Saying No
When faced with these situations, consider these strategies for delivering a firm yet respectful “no”:
- Be Clear: “I appreciate the opportunity, but I have to say no.”
- Use “We”: “I spoke with the team, and we’ve decided there are too many priorities right now. The answer is no.”
- Offer Alternatives: “We can’t take on that project right now, but we can provide you with some existing materials that may help.”
- Stand Firm: Once you say no, stick to your decision. Don’t let pressure sway you.
Practical Example
Here’s how the “offer alternatives” approach might play out:
Kim: “Can you and your team help with presentations for kickoff? We have four or five team members who need assistance.”
Matt: “Sorry, but we can’t take that on right now; our team is already at capacity. However, we have a couple of templates that could be useful.”
People respect a firm no when it’s justified. If you must say yes in a particular instance, communicate that it’s an exception. Make it clear that there shouldn’t be an expectation of yes for every request, especially if the timeline is unrealistic or the scope is out of bounds, even if they’re willing to pay.
After 25+ years of building my “no” muscles, I’ve found only a couple of instances where saying no backfired. In those cases, it became evident that the customer didn’t respect our time or priorities—suggesting they weren’t the right fit to begin with.
If you’re struggling to say no appropriately, feel free to reach out. I’d be happy to coach you through it: [email protected].
Bonus Thought: What Can You Stop Doing?
We often pile more onto our to-do lists, but consider the power of subtraction. What can you remove that would improve your effectiveness? Here are a few suggestions:
- Stop attending meetings that lack value.
- Cancel meetings that could be replaced with an email.
- Shorten meetings and focus on the essential items with a clear agenda.
- Say no to projects that aren’t worth your time and won’t have broad impact.
You’ll be grateful you did, and so will your team and your clients.
This is a contributed blog post by Kevin Hart is the Founder and Creative Director of Engine 58, an advertising, public relations and graphic design firm. 5% of all profits go to ALS ONE.
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