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10 Ways to Say No, Guilt-Free

Nothing spreads you thinner than trying to please everyone. Here’s how to let yourself off the hook in 10 common scenarios

10 Ways to Say No, Guilt-Free
Greg Clarke
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Saying No for the Sake of Your Time
Request: You are offered a promotion that you don't want. Even though it means more money, it demands more hours and more of what your boss calls responsibility and you call tedium.
What you should say: "I'm flattered that you want me, but for personal reasons I'm not in a situation where I can take this on. Perhaps in a year from now things will be different. Can we talk again if my circumstances change?"
Why it works: If you're caught in this enviable dilemma, your boss will understand you have personal priorities that take precedence.
Why you shouldn't feel guilty: By saying no to more time at the office, you're saying yes to other things you cherish, be they long walks alone at sunset or evening time with your children.
How to avoid the situation in the future: "If a position opens up at your workplace, you could let it be known that you are not in the running," Breitman suggests. Being forthright saves your manager the trouble of pursuing a candidate who isn't interested.

Request: You are asked to coordinate the bake sale — again — at your child's school.
What you should say: "I know I'm going to disappoint you, but I've decided not to volunteer this year, because I fear I'll end up feeling resentful. Is there any way to get some of the other parents to step up?"
Why it works: Often people feel manipulated into doing something ("The ice cream social just won't happen without your help!"). If you can address the problematic pattern of one person's doing all the work, you sidestep the manipulation. And if you say no, it might force others (who never get asked) to say yes.
Why you shouldn't feel guilty: "You've done your fair share, and now others can do this job," says Robinson.
How to avoid the situation in the future: "Encourage school leaders to present the problem to all the parents," says Robinson. "If people know an important program may fail, they'll usually remedy the situation."
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