🤔 Do you feel comfortable saying no or setting boundaries at work, or does that feel like something you can't or shouldn't do?

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No is my default. You need to convince me why I should do something.

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Advisor 1, I don't care about team orientation or sharing. I only care about myself, my well-being, and my workload. Your over-analysis is fine if you want to dig into the grey.

I say no, because I want to focus on what I'm working on now, what I'm trying to finish and accomplish. I'm not trying to over exert myself. I've already made it to SM at Big Four, which is fine. Not trying to make MD or partner.

Yes. No one else will set them for me.

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You won’t find anyone more encouraging of work-life balance and boundaries at work. Simply want to share that in my view, getting ahead and being well-respected at work comes down to being the person who can navigate challenges in a collaborative, win-win fashion and usually find a way than not. This doesn’t mean you carry the team on your back, but it does mean you consider multiple stakeholder perspectives before determining a no is appropriate - your capacity, the urgency of the work, customers, your boss’ set quarterly or annual priorities. When in doubt, escalate the decision up but rarely should no be your M.O. if you work in a team and hope to do well or even keep your job.

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We are told not to say no until we make Director plus. If we say no we are blackballed.

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What utter nonsense? If someone says yes and then can't deliver then that is far worse.

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I had a brief moment of being able to say no as a Principal. Now I get calls from ridiculous people in leadership if I even say something about a conflict in prioritization - and they basically will hose my actual billable work to get what they want tomorrow. I mean, I'm as safe as they get until the pitch is rejected by the client... and even if that happens, I can go back to my team, who is now behind schedule, and get 360 review from them how I shafted that project too!

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That’s an opportunity to request additional resourcing or decision on deprioritizing a project effort until sufficient capacity is available to support work that needs to proceed. As a senior principal, it’s expected that you will. It’s a failure of communication if the only viable options you find in these situations is to hope a pitch to a client fails so you have less work or to overcommit yourself/ inadequately perform. What’s ridiculous is having this narrow, binary view instead of speaking up for yourself or the team to ensure project success. Is it slightly more inconvenient than letting things fail? Sure, but I imagine you get paid reasonably to support or even lead these work efforts.

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