Saying “no” is an artform in all aspects of life. Whether traveling through the Indian Sub-continent or leading a business, the pressures to keep saying “yes” can mount quickly. Eventually, people find themselves so overcommitted and burnt out that they miss out on what they set out to experience or accomplish in the first place.
Some years ago, I made a commitment to take more time away from work and spend it with family, on personal interests and of course, travelling. Implementing this change into my life required boundaries and with that came saying “no” more often. Still, during my trip to India earlier in the year, I found myself grappling once again with this very dilemma.
After spending days jumping between cities, our tour group was promised a “late start” before our trip to the Amer Palace in Jaipur. For someone who usually starts his day before 6:00 a.m., I was exhausted and welcomed the chance to relax. Still, despite the time to sleep in, I was the first to arrive at breakfast. I ordered a western meal that included bacon and tried to enjoy the quiet, but I simply could not relax after the hustle of the previous few days. Feeling irritated and galvanized, I realized that I had lost control of my pace.
Saying “no” is not a rejection, it truly is a skill. And as the trip continued, I reminded myself to say “no” when I had enough.
Saying No Makes You a Stronger Leader
It is easy to say the word “yes”. But leaders are judged by what they choose to prioritize, not by how much they agree to. I was not just fatigued on that day in Jaipur, I was disconnected from the immersive, reflective and intentional travel experience that I enjoy.
The same is true in business. Leaders who say yes to everything cannot be effective leaders. Saying no allows time for more in-depth work, strategic thinking, time to support team membersand, sometimes most importantly, rest. A well-rested leader can achieve more and go further than a burnt out one.
Many leaders in business have experienced the signs to say no. From racing through theirschedule to going through the motions of a day with little productivity to show for it. In India, my signal came when I found myself sitting in an incredible hotel, irritated by the fact that I couldn’t slow down when given the chance. Leaders must practice self-awareness and look for patternsthat might indicate fatigue or burn out. Consider the following signs:
• Present, but not all there. A leader may be physically in a meeting or at an event, while they are mentally back in the office or thinking about their next task. Leaders who feel this kind of distraction should consider if they have overcommitted and under-prioritized.
• Reacting instead of deciding. When every request feels urgent and saying “yes” no longer feels like a choice, strategy suffers. If a leader is responding out of habit rather than intention, it may be time to pause.
• Nothing feels satisfying. When a leader’s favorite parts of the job feel like chores,whether it’s creative work, mentoring or even travel, it’s often a sign they are stretched too thin. This is a great opportunity to go back to basics and free up time to invest in productivity that actually moves the needle and in tasks that drive purpose.
Every time a leader says “no” to a project, unnecessary meeting or even a new client, they aresaying “yes” to something else whether it is to focus on their own work, assist their teams or take time to rest. That morning in Jaipur, I decided I would no longer rush through my day just because the schedule said so and I would participate on my own terms. This small shift in mindset made the rest of the trip more memorable and fulfilling.
The art of saying “no” is about doing what matters, when it matters and doing it well. Whether leading a company or travelling abroad, intention is the difference between exhaustion and experience. True leadership starts with leaders prioritizing how they spend their time.