Recently, a member of my team completed a project with such skill and dedication that it unlocked an opportunity for an even bigger, potentially lucrative project. Her success opened the door for us to use our expertise in a way that would be incredibly beneficial to my business. She was ready and willing to dive into this new challenge, despite being at full capacity. Like many working parents, she has a remarkable ability to keep pushing forward, driven by her commitment to the organization. And that dedication makes her an invaluable team member, someone I'm endlessly grateful for.
But here’s the thing: I could see she was already stretched thin. I’ve been in that position myself, and I know what it’s like to feel fully invested in a mission while also juggling the demands of life outside work. She might have professional capacity—because we’re often willing to give and give when we care about our work—but at a personal level, I could see she was at her limit.
As a leader, I faced a tough choice. I could have pressed forward, encouraged her to take on the new project, and reaped the benefits of another successful outcome. But I knew that doing so could push her past a sustainable point. So, I did something that was hard as a leader: I told her the decision was in her hands. I said to her openly, “I would love to take on this project with you. But only if it won’t compromise your well-being or stretch you past capacity in a way that’s harmful to you personally or to your work here. I want you to know it’s okay to say no.”
I urged her to take some time to reflect on her decision. And when she came back, she said no. She told me she couldn’t take on this project and still deliver her best, and she wanted to give her full attention to our existing work. Did I lose potential revenue from not going forward? Absolutely. But did I gain more years of loyalty and prevent burnout in one of the most dedicated members of my team? Without a doubt.
