“What do you do?” This is often the first question Americans ask when meeting someone new, highlighting how work is central to personal identity in American culture.
“Have your day in court.”
“Have your day in court.” This phrase expresses the right and expectation to present one’s side of the story openly and directly before an impartial audience.
“Face the music.”
“Face the music.” Implies confronting criticism or accusations directly, rather than avoiding or deflecting them.
“Let’s clear the air.”
“Let’s clear the air.” Suggests addressing conflict or misunderstanding openly, often in a group or face-to-face setting.
“that make us miserable”
June 16, 2025. Wall Street Journal. “Many of us feel compelled to say yes to things that make us miserable. Yes to work that is not our job. Yes to taking on jobs when we’re at home or on vacation. Yes to boring, unnecessary meetings or company dinners.”
Key Points: saying yes to unwanted tasks leads to unhappiness, while saying no, when done correctly, brings relief; evaluate requests by weighing their cost to you against the benefit to others before responding; base your “no” on personal principles, use empowered language, and reinforce with confident body language.
The author is Vanessa Patrick, associate dean of research and Bauer professor of marketing at the University of Houston’s C.T. Bauer College of Business. She is the author of “The Power of Saying No: The New Science of How to Say No That Puts You in Charge of Your Life.”
Some interesting comments on the article:
“Like so many things, it depends. In my experience, unless the corporate world has changed much more than I think it likely has, saying “no” to your boss is generally not a great career move.”
“Following this advice will result in getting you and your priorities fired! This article is written by an academic who clearly has no idea how large, fast organizations work. It’s incredibly arrogant to assume that one always knows the valid reason to do something that seems out of one’s lane. It assumes you work with the same knowledge/data as your boss. That’s rarely the case. The current environment is so ultra-competitive that missing even a slight competitive edge or event could mean the decisive difference. Do not listen to someone so entranced in academia (with tenure and no competition ) who is advising you to do.”
“I started reading this article, then quickly said, “No”.”
“The author clearly never worked at a consulting firm or any kind of matrix organization where there were many bosses with competing interests. However, she is publishing, and that’s important for academicians.”
“After moving 3 times in 4 years for my employer, he then asked me to move again after one year. Talked to my wife over the weekend and decided the family would stay while I listed conditions for accepting the move including weekend flights back home. On following Monday told the boss I would accept the assignment and handed him my written list of conditions. He said forget about it and asked me who he should give the assignment to. I stayed at the then current location for 6 years and moved to final location before retirement. Oh and got a another promotion along the way. Cannot just say no; must be strategic/political. Always do what is best for the company with caveats.”
Anita Hill
Anita Hill’s Testimony at the Clarence Thomas Hearings (1991). When Anita Hill testified about alleged sexual harassment by Supreme Court nominee Clarence Thomas, her credibility, character, and professional competence were intensely scrutinized in public. The hearings became not just about the facts of the case, but a referendum on Hill’s personal integrity and Thomas’s suitability for the highest court—showing how, in the U.S., professional disputes often become deeply personal and reputational.
Joe McCarthy
McCarthy Hearings (1954). Senator Joseph McCarthy’s anti-communist investigations targeted the personal loyalties and reputations of government officials, military officers, and private citizens. Accusations of professional disloyalty were treated as attacks on personal character, often resulting in ruined careers and social ostracism—highlighting how, in American public life, professional and personal assessments are inseparable.
Scopes “Monkey” Trial
The Scopes “Monkey” Trial (1925): In this landmark case, teacher John Scopes was tried for teaching evolution in Tennessee. The trial featured direct, public debate between the defense and prosecution, and became a national spectacle, reinforcing the American expectation that all sides be heard openly and directly.
“Stop Being Micromanaged”
Harvard Business Review. “Stop Being Micromanaged.” Amy Gallo, September 22, 2011.
There are managers who have very high standards who like some degree of control. They pay a great deal of attention to detail and exercise some degree of control, but they don’t stifle those who work for them.
Then there are pathological micromanagers who need to make it clear to themselves and others that they are in charge. These are the bosses that give you little to no autonomy, insist they be involved in every detail of your work, and are more concerned about specifics, such as font size, rather than the big picture.”
It is counterproductive to fight against micromanagement. Gallo suggests: “Make upfront agreements. Talk to your boss before a project starts about how she will be involved. Try to agree on standards and basic approach.
Explain what you think the ideal plan of action is and then ask for her input. Be sure you understand upfront what the guiding principles are for the work, not just the tactical elements. These principles are what you should be discussing with your boss.
The author recommends: “Remind your boss that she is better off not getting involved in the minutiae because her time and effort are more valuable to the big picture. And keep your boss in the loop.”
“Give them a fair hearing.”
“Give them a fair hearing.”Means to listen to each side’s arguments or explanations openly and impartially.