Finding the Sweet Spot
Most people will say there is a proper balance for work versus personal life responsibilities. Yes, the lines blur occasionally, and of course, defining and actually implementing said balance can be tricky.
Saying No
Nobody likes to say no. In the workplace, refusing a task can make employees feel they’re being perceived as negative, uncooperative, or not a “team player.” Declining an outside commitment makes many fearful of missing out or concerned they may not seem supportive enough of an activity or a cause. Most organizations would gladly take a small contribution from a balanced and stable volunteer over a big commitment from someone on the verge of a meltdown.
There is, however, universal agreement that learning the right time and circumstances to say no is the most essential tool to achieving a work/life balance.
“When I find the right opportunity, it’s either with an organization I have been a part of outside of work or in an industry I feel passionate about,” shares Alex Jackson Berkley, senior account manager at Frieda’s, Inc. in Los Alamitos, CA. “But I make sure I’m able to commit fully and with my best self. If I feel I cannot fulfill the time commitment or put forth my best work for the benefit of the organization, I don’t pursue the opportunity.”
One effective strategy for saying no, cited in a recent study by the Journal of Consumer Research, is to say “I don’t” instead of “I can’t” to specific commitments. I can’t, the authors say, comes across as an excuse that someone ‘can’ be pressured to change their mind, while I don’t implies agency, conviction, and boundaries without seeming dismissive.
Saying yes is often tempting, as few want to admit to an employer they’re stretched too thin. But a partnership between workers and human resources departments can realistically evaluate if volunteering fits an associate’s current workload and will be beneficial.
Weighing the Toll
“I have seen both positive and negative impressions of highly committed and overcommitted employees,” observes Morris. “Overcommitted employees are often seen as being at their maximum potential,” she explains. “They don’t have the time or skills to take on a wider scope of work for any reason, as it appears to be taking more time than they have to get their work done.”
“When you start feeling rushed to hit deadlines for your volunteer responsibilities, or start missing events or meetings because of other commitments, you’re overcommitted,” asserts Jackson Berkley. “To avoid burnout, I only commit to one volunteer opportunity outside of work at a time,” she says. “You have to learn to say no to the benefit of the organization asking for your time. It’s always okay to say you’d be interested in committing at a later time.”
