In a recent LinkedIn post, Jill Avey explores a common pitfall that can stall the careers of high-performers: the tendency to immediately say “yes” to tasks that fall into the category of “non-promotable work.” Avey, who has spent nine years coaching directors, argues that this reflexive agreement, while often well-intentioned, can inadvertently limit professional growth and advancement.
Avey highlights the familiar scenario: the moment a request is made, and a hand shoots up before the sentence is even finished. She identifies this as a critical juncture where career trajectory can be impacted.
“The ones who stay stuck the longest aren’t the ones who underperform. They’re the ones who never pause before they say yes.”
The core of Avey’s argument centers on the concept of “non-promotable work.” According to Avey, this type of work is characterized by its failure to directly impact key performance indicators (KPIs), its absence from formal performance reviews, and its inability to significantly alter how senior leadership perceives an individual’s contributions. Despite these drawbacks, someone must complete this work, and Avey points out that individuals who readily volunteer are often the ones who end up taking it on.
The Hidden Costs of a “Frictionless Yes”
Avey’s analysis, drawing on research into non-promotable tasks, identifies two significant negative patterns that emerge from consistently saying “yes” too quickly. Firstly, she notes that such efforts often receive less credit.
“A frictionless yes makes the effort invisible. If it was easy to say yes, it reads like it was easy to do.”
This lack of visible recognition, Avey explains, means the hard work involved may go unnoticed by those in positions of power. The ease with which the commitment was made can lead to an assumption that the task itself was also easy to accomplish. This, in turn, can diminish the perceived value of the contribution.
The Cycle of Overcommitment
Secondly, Avey argues that each quick “yes” sets a precedent for future expectations regarding an individual’s capacity and willingness to take on additional tasks. This creates a cycle where the individual becomes the go-to person for tasks that may not align with their core responsibilities or career ambitions.
“Every quick yes sets the terms for how your capacity gets treated going forward.”
This, in Avey’s view, is a crucial aspect often overlooked in conventional career advice. The “yes” comes at a cost beyond just the time spent on the task; it shapes perceptions and influences how senior leaders allocate future work.
Shifting from Absorber to Manager
To counter this pattern, Avey proposes a simple yet powerful communication strategy: pausing before committing. She suggests responding with, “Can I get back to you tomorrow? I want to make sure I can take this on.” This seemingly small change, according to Avey, can fundamentally alter how an individual is perceived.
As Avey puts it, this pause transforms one’s professional image.
“You become someone who manages work instead of someone who absorbs it. That’s an executive behavior.”
She elaborates that while delivering on core responsibilities might secure a Director-level position, the ability to manage perception and workload effectively in these moments is what propels individuals to higher executive ranks, such as Vice President. Avey encourages professionals, especially those at the Director level, to become more aware of the reflexive urge to volunteer for every task and to consider the long-term implications of their commitments.
📝 About This Content
This article is based on insights shared by Jill Avey on LinkedIn.
📅 Originally posted on May 27, 2026 | View original post on LinkedIn →