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1Learning to say no A) Not doing something will always be faster than doing it. This philosophy applies in many areas of
2life. For example, there is no meeting that goes faster than not having a meeting at all. This is not to say you should
3never attend another meeting, but the truth is that we say "yes" to too many things we don't actually want to do. B) How
4often do people ask you to do something and you just reply, "Sure." Three days later, you're overwhelmed by how much is
5on your to-do list. We become frustrated by our obligations even though we were the ones who said "yes" to them in the
6first place. Even worse, people will occasionally fight to do things that waste time. You don't have to do something
7just because it exists. It's worth asking if things are necessary. Many of them are not, and a simple "no" will be more
8productive than whatever work the most efficient person can cope with. But if the benefits of saying "no" are so
9obvious, then why do we say "yes" so often? C) We say "yes" to many requests not because we want to do them, but because
10we don't want to be seen as rude or unhelpful. Often, we have to consider saying "no" to someone we will interact with
11again in the future-our co-worker, our spouse, our family and friends. Saying "no" to our superiors at work can be
12particularly difficult. In these situations, I like the approach recommended in Essentialism by Greg McKeown. He writes,
13"Remind your superiors what you would be neglecting if you said 'yes' and force them to deal with the trade-off. For
14example, if your manager comes to you and asks you to do X, you can respond with ‘Yes, I'm happy to make this the
15priority. Which of these other projects should I deprioritize to pay attention to this new project?’" D) Collaborating
16with others is an important element of life. The thought of straining the relationship outweighs the commitment of our
17time and energy. For this reason, it can be helpful to be gracious in your response. Do whatever favors you can, and be
18warm-hearted and direct when you have to say no. But even after we have accounted for these social considerations, many
19of us still seem to do a poor job of managing the trade-off between yes and no. We find ourselves over-committed to
20things that don't meaningfully improve or support those around us, and certainly don't improve our own lives. E) Perhaps
21one issue is how we think about the meaning of yes and no. The words "yes" and "no" get so often used in comparison with
22each other that it feels like they carry equal weight in conversation. In reality, they're not just opposite in meaning,
23but of entirely different magnitudes in commitment. When you say "no", you're only saying "no" to one option. When you
24say "yes", you're saying "no" to every other option. I like how economist Tim Harford put it, "Every time we say ‘yes’
25to a request, we're also saying 'no' to anything else we might accomplish with the time." Once you're committed to
26something, you've already decided how that future block of time will be spent. In other words, saying "no" saves you
27time in the future. Saying "yes" costs you time in the future. "No" is a form of time credit. You retain the ability to
28spend your future time however you want. "Yes" is a form of time debt. You have to pay back your commitment at some
29point. F) "No" is a decision. "Yes" is a responsibility. Saying "no" is sometimes seen as a luxury that only those in
30power can afford. And it's true: turning down opportunities is easier when you can fall back on the safety net provided
31by power, money, and authority. But it's also true that saying "no" is not merely a privilege reserved for the
32successful. It's also a strategy that can help you become successful. Saying "no" is an important skill to develop at
33any stage of your career because it retains the most important asset in life: your time. As investor Pedro Sorrentino
34put it, "If you don't guard your time, people will steal it from you." You need to say "no" to whatever isn't leading
35you toward your goals. G) Nobody embodied this idea better than Steve Jobs, who said, "People think focus means saying
36‘yes’ to the thing you've got to focus on. But that's not what it means at all. It means saying 'no' to the hundred
37other good ideas that there are. You have to pick carefully." Jobs had another great quote about saying "no": "I'm
38actually as proud of the things we haven't done as the things I have done. Innovation is saying 'no' to 1,000 things."
39H) Over time, as you continue to improve and succeed, your strategy needs to change. The opportunity cost of your time
40increases as you become more successful. At first, you just eliminate the obvious distractions and explore the rest. As
41your skills improve and you learn to separate what works from what doesn't, you have to continually increase your
42threshold for saying "yes". You still need to say "no” to distractions, but you also need to learn to say "no" to
43opportunities that were previously good uses of time, so you can make space for better uses of time. It's a good problem
44to have, but it can be a tough skill to master. I) What is true about health is also true about productivity: an ounce
45of prevention is worth a pound of cure. More effort is wasted doing things that don't matter than is wasted doing things
46inefficiently. And if that is the case, elimination is a more useful skill than optimization. I'm reminded of the famous
47Peter Drucker quote, "There is nothing so useless as doing efficiently that which should not be done at all."
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