If you're like most people, you're constantly fielding requests at work. The asks are formal and informal, large and small, and from all across the organization. The inflow is so great, you can't possibly agree to everything. So it's crucial to learn when to say no and how to say both no and yes. Tulgan, who spent decades studying what makes people the most highly valued, indispensable employees at organizations, presents a three-part framework for managing the flood of requests. First, assess each ask, systematically gathering the details that will allow you to make an informed judgment. If you do have to turn someone down, deliver a well-reasoned no. A good no is all about timing and logic--it's in order whenever things are not allowed, cannot be done, or should not be done. Moreover, it's communicated in a way that makes the asker feel respected. If the answer is yes, make it an effective one by explaining how you think you can help, pinning down the deliverables, and laying out a focused plan for execution. A considered no protects you. A good yes allows you to serve others, add value, and collaborate effectively. If you become skilled at conveying both, you can avoid burnout, increase your influence, and enhance your reputation.

The day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something to smooth things over. Hank's trusted advisers talk extensively with the CEO about his options, ultimately coming down on two sides. Charlie Herald, vice president of human resources, takes a "You get a lemon, you make lemonade" approach: keep making the salaries public to ensure fairness and to push employees to higher performance, he advises. Meanwhile, CFO Harriet Duval sees the need for damage control: apologize, clean up the company's compensation system, and continue to keep--or at least try to keep--salaries private, she says. In R0105A and R0105Z, Victor Sim, Dennis Bakke, Ira Kay, and Bruce Tulgan offer their advice on the problem presented in this fictional case study.

The day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something to smooth things over. Hank's trusted advisers talk extensively with the CEO about his options, ultimately coming down on two sides. Charlie Herald, vice president of human resources, takes a "You get a lemon, you make lemonade" approach: keep making the salaries public to ensure fairness and to push employees to higher performance, he advises. Meanwhile, CFO Harriet Duval sees the need for damage control: apologize, clean up the company's compensation system, and continue to keep--or at least try to keep--salaries private, she says. In R0105A and R0105Z, Victor Sim, Dennis Bakke, Ira Kay, and Bruce Tulgan offer their advice on the problem presented in this fictional case study.