Learn when to say no… and yes!

Opportunities abound in academia; it’s literally impossible to do everything. We can always refine our courses, prepare new ones, or take on a new graduate student. We can always start a new research project, grant application, article or international collaboration. We can drown in the myriad opportunities to participate in committees for scholarships, prizes or grants. We can accept an administrative position, or why not commit to a new monthly column?  

Amid endless possibilities, how do we keep a clear head and avoid taking on too much? Senior colleagues and PhD supervisors often stress the importance of learning to say no. Is this good advice, wishful thinking, or yet another performance indicator? Honestly, it’s probably a bit of all three. 

As Socrates said: “Know thyself.” Though basic, this advice is essential to balancing your workload. How do you meet the various explicit and implicit goals and expectations of your department or research team? At the risk of repeating our own previous columns, we believe the best way forward is to spell out collective expectations. This helps everyone. If senior members of the group fail to raise the subject, it may be up to new recruits to express the need for work-life balance. 

Collective agreements often require scholars to file some form of work plan with their department for the coming year. We suggest taking this opportunity to look even further ahead. Work plans can help you to set goals both for next year and the longer term — for example, the coming three or five years. That said, it’s important to stay flexible. 

We can’t always predict the future. Opportunities can emerge unexpectedly when your conference talk or academic article piques someone’s interest in your research. You may be asked to review a thesis or paper, or present at a conference abroad. How will you decide which opportunities to accept and which to refuse? A well-defined work plan can help clarify decision-making when a new opportunity presents itself. Should you postpone a project or article to make room for this new opportunity? After all, sometimes you have to strike while the iron is hot. A detailed plan can help you reach an informed decision and make it easier to prioritize. You may even choose to take on a commitment knowing its deadline falls close to another, aware that you may be overworked for a short time. Even if you accept being temporarily overloaded as part of the bargain, remember that the goal is to avoid it long-term.  

When assessing an opportunity, ask yourself why you want to accept it. Making a decision based on the fear of a poor departmental evaluation can lead to errors in judgment. Rather, you should ask yourself: does this new commitment fit into your professional goals? For example, does taking on a new course provide you with a rare opportunity to teach in your area of expertise? Or are you doing it for the sake of bailing out a colleague? Would a new grant application allow you to explore a new facet of your subject matter?  

In short, learning to say no is about more than just refusing everything and sticking stubbornly to your work plan. It’s about taking control of your career and accepting the right professional development opportunities — without burying yourself in work. 

But as we all know, that’s easier said than done.