The Dark Side of Saying Yes in the Corporate World
· news
The Cult of Overcommitment: Can Saying Yes Really Get You Ahead?
The advice from top CEOs like Paul Griggs and Doug McMillon to say yes to every opportunity has become a rallying cry for young professionals looking to climb the corporate ladder. However, this mantra may be more about overcommitment than actual potential.
Some individuals have achieved great success by embracing the idea of being a “yes person,” taking on extra work, attending every meeting, and putting in long hours without complaint. But what about those who don’t have the luxury of unlimited time or energy? What about those who are already overworked and underpaid?
Saying yes to every opportunity can lead to burnout, not advancement. Constantly putting oneself out there, taking on more than one can handle, risks losing a sense of purpose and identity outside of work. Personal time, relationships, and even physical and mental health suffer as a result.
Those who are already struggling to keep their heads above water deserve a break too. They should be able to prioritize their own needs without feeling pressured to constantly perform. The cult of overcommitment creates a culture where people feel obligated to always be “on” and available, sacrificing their humanity for the sake of career advancement.
Moreover, this cult ignores the very real barriers that prevent some individuals from achieving success – barriers like racism, sexism, classism, and ableism. It’s time to reevaluate this cult of overcommitment and start valuing people’s time and energy above profit margins and corporate goals.
We need to recognize that everyone has different capacities and boundaries, and that it’s okay to say no sometimes. The myth that saying yes is the only way to get ahead should be challenged. As Lisa Su noted, “Run towards the hardest problems – not walk, run.” However, what about when those hard problems are outside of one’s control?
We need to have more nuanced conversations about success and ambition. We must discuss the role of privilege and luck in achieving greatness. Alternative models for career advancement should prioritize people’s well-being over profits.
The corporate world is not always a meritocracy; sometimes it’s just plain old-fashioned good fortune or strategic connections that get you ahead. By stopping the myth of the “yes person” and valuing people for who they are, we can explore new ways to achieve success – ones that prioritize humanity above all else.
Reader Views
- RJReporter J. Avery · staff reporter
The cult of overcommitment is often touted as a recipe for success in corporate America, but what about those who are already operating at capacity? Companies need to start valuing people's time and energy, not just their output. One solution could be implementing flexible work arrangements that prioritize results over hours worked. By recognizing that productivity isn't solely tied to face-time or constant availability, businesses can create a more sustainable and inclusive culture where employees aren't forced to sacrifice their well-being for the sake of career advancement.
- EKEditor K. Wells · editor
While the cult of overcommitment may be a tempting mantra for career advancement, it's crucial to acknowledge that true success often requires knowing when to scale back rather than constantly escalating expectations. In particular, organizations would do well to focus on outcomes and results rather than simply hours logged or tasks checked off, allowing employees to prioritize efficiency over exhaustion.
- ADAnalyst D. Park · policy analyst
The cult of overcommitment ignores the fundamental fact that companies are not equal-opportunity employers. They are designed to exploit labor and maximize profit. As long as CEOs are more concerned with quarterly earnings than their employees' well-being, this cult will persist. We need to address the systemic issues driving burnout, rather than simply telling individuals to "set boundaries" or "prioritize self-care." Corporate culture must change to value people's time and energy above profit margins. That requires a fundamental shift in power dynamics, not just individual adjustments.