NACE Journal / Summer 2024

Just like most of you, I think my team is better than everyone else’s team. My staff wants to go above and beyond, be proactive, and deliver amazing customer service to all the stakeholders of our office.

Unfortunately, wanting something and having the resources to do it are two different things. Acting as if we have the resources is harmful to the very staff who want to provide exceptional services. Because of the constant tug between goals and resources, I have narrowed my focus to two things—1) improving outcomes while 2) protecting my staff.

In May 2023, NACE reported that 68% of its college members experienced work-related burnout. In September 2023, the College and University Professional Association of Human Resources (CUPA-HR) released research showing 33% of higher education employees are very likely or likely to look for new employment within the year. Half work more hours than what is considered full time. Low pay, the inability to work remotely, and the lack of promotions/additional opportunities were the top reasons for desired changes. Unfortunately, with the need to work more hours than available in the workday, the imbalance of desire for and availability of remote work, and pay not rising at the rates desired, the burnout rate could climb even higher than the 68% NACE’s survey revealed.

I find that desire to please adds to the burnout. Staff are quick to say yes to ad-hoc requests. It may be they feel pressured to do it or they think they can handle it because the request can be handled in just an hour or two. Surely, they can squeeze it in. The build-up of multiple small requests postponing deliverables from approved and needed projects or requiring more hours of employees’ time is constant. It is a juggling act that has seen some balls fall to the ground.

Recently, I decided to take a new tack. A soothing scalp massage and haircut during lunch helped me clear my mind and devise a new solution. I’m trying to normalize saying “no” to requests. My team now knows they have my full support to say “no” to any ad-hoc request that doesn’t come from me. I will fully back them. I know it’s amazingly hard for my team to say “no,” so when they do, it’s going to have solid footing.

At the same time, my team can no longer say “yes” to any ad-hoc requests that don’t come from me. When they want to say “yes,” they can respond with something like, “Let me see if we can fit it in.” Then they need to pitch me. Their pitch needs to include:

• What the request is,
• Who the requester is,
• What the timeline/deadline is,
• Why they think we should undertake the request, including how the completed request will improve student outcomes,
• What they will postpone to make this request happen, and
• Why whatever is going to be postponed is okay to postpone, including an explanation of how the postponed request will have less impact on student outcomes than the ad-hoc request.

I know it will take weeks, if not months, before the first “no” is verbalized by anyone. That’s okay. The process of slowing things down should minimize burnout while helping the team learn to be more strategic. I invite you to join me in normalizing “no.” I’m excited and hopeful for the outcomes of this experiment.