Can You Say No? By Arthur Cooper (c) Copyright 2004 As a manager you are constantly being asked to do things - by your boss, by one of your fellow managers, by
head of another department, by one of your staff.
Your working life is a constant bombardment of requests coming from all quarters.
Your boss will ask you for a quick report on something or other in time for his upcoming meeting with
directors or his visit to see overseas customers. The report is, of course, very urgent.
Or you will be asked to give a presentation about some aspect of your department’s work to colleagues elsewhere in
company. It will be an important communication between departments and will result in good publicity for you, your team, and its work.
Naturally you will receive numerous invitations to attend meetings at which your presence is needed.
And undoubtedly your fellow managers will contact you to ask small favours such as giving their particular request higher priority than others, or diverting a resource to a different project to speed that up at
expense of another. Needless to say, meeting your colleague’s request is ‘vital to
company’.
All these demands come on top of your habitual tasks such as progressing new projects, planning
budgets, studying
market and your competitors, organising your staff, reviewing their progress, and planning their training. And of course there are always
special requests from members of your staff to meet you to discuss some personal grievance or other problem.