So when I was organizing and running programming for an event early in my career and the need for visitor transportation came up, I didn’t hesitate. That’s how I ended up behind the wheel of a 12-person Sprinter van—doing pickups, drop-offs, and general schlepping in between running the actual event.

Saying yes to every extra task doesn’t make you indispensable. It makes you exhausted. And worse, it raises the question of your value as an employee. Are you just duct tape slapped over a leak when needed, or is there real substance and strategy to your role in the organization?

A stretch project that builds skills or visibility? Now, that’s worth stepping up for. But, extra work that adds no upside except more caffeine paired with a shot of anxiety? Not so much.

Ah, but there’s always a catch, and in this case, it’s a tricky one. We want to keep our jobs, impress our managers, and ideally get promoted. This is, after all, our careers we’re talking about. So the question becomes: How do you say no to extra work without looking like a slacker?

It comes down to communicating boundaries in a way that demonstrates clarity, professionalism, and commitment to outcomes.

Anchor in Your Priorities

The first strategy is to make your no about what you are doing, not what you aren’t. The fastest way to get labeled “not a team player” is to just say no. This isn’t D.A.R.E.

The smarter move is to show what you’re focused on and why it matters. Try framing your response around impact instead:

“I’d love to help, but I need to stay focused on delivering X by the end of the week. If this new task is a priority, let’s discuss what gets shifted so that can happen.”

You’re not avoiding responsibility, you’re managing it. By being clear about your workload and bandwidth you’re reminding your manager that resources are finite. And, by anchoring in your priorities, you’re signaling that you know how to make thoughtful choices, not frantic ones.

Offer an Alternative

Sometimes a no can feel harsh. That’s where the second strategy comes in: redirecting. Offering an alternative shows you’re flexible without overcommitting.

This could look like offering to take on a smaller piece of the work, proposing a revised schedule, or simply extending the timeline:

“I can’t take this on right now, but I can jump in next week once I wrap Y project.”

And here’s the bonus, because we all love a little lagniappe (that lil’ something extra, as they say in New Orleans): Offering alternatives doesn’t diminish credibility. It builds it by showing you’re thinking like a problem-solver, not a martyr. (See my article on workplace martyrdom for more on why that mindset is so dangerous.)

Zooming Out: The Big Picture

And finally, zoom out. The third strategy is to reframe boundaries not as personal preference, but as organizational protection.

The biggest fear people have about saying no is how it will look. But, and this is a big ol’ but, there’s a difference between looking like a slacker and actually being a slacker.

You were hired to do a job, and that job likely came with a description and a somewhat defined scope. There wasn’t (I hope) an expectation that you were signing your life away with an open tab on your time.

There’s also a ripple effect when people keep saying yes: It convinces leadership that no extra resources are needed, or worse, that priorities are clear when they’re not. Overflow work gets absorbed, masking the fact that the team could use more support. Ironically, saying yes to everything can keep your company from making the very decisions that would help everyone succeed.

Boundaries aren’t laziness: they’re strategy. They signal that you understand the value of your time, and that you’re willing to protect it.

I still cringe when I think about that Sprinter van. But it was the lesson I needed—and like many early-career professionals, not one I learned quickly. Here’s hoping you’re a faster learner than I was.