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35 turns · 12 minJohn Husted has been called the face of AI data centers, and he earned that nickname. Husted's taken hundreds of thousands of dollars from data center developers. Then he got to work, voting to give them billions of taxpayer money, your money, to build even more data centers in Ohio, driving electric bills even higher. Husted gave data centers billions. You got stuck with the bill
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Somebody asked me how I define myself, and I didn't know what to say because how can someone be defined when we're always evolving? I've been so many things. I'll be so many others. Because identity's not a performance, it's an exploration. Never the same, but always myself. That's the paradox. Paradox Intense and the new Sweet Chemistry by Prada.
Oh, God, was I like... Was I okay? I was like blacked out the entire time. Saying no at work is hard. Like, you know, when your boss asks you to maybe stay late or over the weekend, or you're asked to be pulled into a project that really you shouldn't be working on, any other things that you're just like, "Uh, why are you asking me to do this?" I'm really good at saying no in my head, uh, but then actually saying it in an effective and productive way, mm, I don't think so. First, I wanna see how I say no for real. What we're gonna do is my co-producer, Andy, is gonna give me some scenarios, and my one job is to say no to them. Uh, this is definitely live. Uh, I don't know what these questions are. [laughs] I'm a little nervous. Um, so please be easy on me, Andy. But yeah, I'm gonna try my best to do the task at hand, which is say no. Okay, well, it sounds like, uh, there's a lot of work that needs to be done, um, between now and the Monday meeting. It seems a little unreasonable, and I wanna do the best job to do this presentation. Uh, if it's fixed and we have to do it at 9:00 AM on Monday, I totally understand. Um, maybe I can just stay late, or I... Honestly, I might... Mm. [laughs] Um, I have to be perfectly honest, I am just full up, uh, this week and the next. I'm not sure when you want me to start. But given everything static, uh, I, I don't think I can take this on. But, uh, it does sound interesting and new and exciting, so, uh, maybe we can work together to see how I could make this work. [laughs] Ugh, this is hard. Um... I had made preparations for this meeting and for the agenda, however, I wasn't anticipating that I would be taking notes. Uh, I'm, I, I'm willing to contribute. I just wasn't prepared. So unfortunately, I am not in a position to take notes, but maybe next time. Just give me a heads up first. So how did I think I did? Clearly, after that exercise, I know that I have room for improvement. So I'm just... Like, who out there is the expert on saying no? I really wanna talk to them, 'cause I have so many questions, and I just don't wanna feel as stressed out as I do at this moment.
I think the earlier career you are, the harder it is, obviously, and with more practice, you just get better. And I'm definitely better at saying no now than I used to be.
That's Ruchika Tulshyan. She wrote The Diversity
Episode notes
How to Say No at Work | Christine vs. Work
14 Oct 2020
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𝙎𝙪𝙗𝙨𝙘𝙧𝙞𝙗𝙚 𝙩𝙤 𝘼𝙨𝙘𝙚𝙣𝙙 𝙩𝙤𝙙𝙖𝙮! ✨ https://www.youtube.com/c/HBRAscend ✨ You may have wondered how to say no to a not-so-great request from your boss. Here’s how. Innovation Editor Christine Liu tries the one thing that’s seemingly ingrained in our workplace brains: saying no to your boss or co-worker. It’s hard no matter how you slice it, but a clean framework can take the emotion out of the statement and soften the blow. In this episode of Christine vs. Work, Ruchika Tulshyan, an inclusion strategist and author of, “The Diversity Advantage” helps Christine out by presenting a formula and discussing why deflecting a workplace ask can be so difficult. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance,