Libraries are incredibly good at saying yes. We see a need, and we step in. We add a program, a partnership, a service, a post, a flyer, a platform. That instinct is rooted in service—and it’s one of the things that makes libraries special.
But for library marketing and communications professionals, unchecked yeses come at a cost. When everything is urgent and everything is a priority, marketing becomes reactive, staff burn out, and the work that actually builds trust and relevance gets crowded out.
Learning to say no strategically isn’t about being unhelpful. It’s about creating the conditions that allow you to say yes to the right work.
Step 1: Reframe “No” as a Strategic Choice
One of the biggest barriers to saying no in libraries is cultural. Many of us internalize the idea that if something supports the mission—or if someone asks nicely—we should find a way to do it. But sometimes, we have to say no.
It’s worth acknowledging how hard this can be. Many of the requests we receive come from colleagues who are deeply invested in their work and want it to succeed. Saying no can feel uncomfortable—or even wrong—in a service-oriented culture.
Fortunately, saying no doesn’t have to mean saying “you’re on your own.” Most libraries already have self-service tools that staff can use to promote their offerings—things like online event calendars, pre-approved flyer templates, signage guidelines, or basic social media guidance. Pointing colleagues to these tools allows their work to move forward while protecting marketing’s limited capacity.
Being selective isn’t a lack of support. It’s how marketing avoids being spread so thin that nothing gets the attention it deserves.
A strategic no might sound like:
- “We can’t do this right now, but here’s what we can support.”
- “If we take this on, something else will need to come off the plate.”
- “This doesn’t align with our current priorities, but let’s revisit it during planning.”
Talking point you can use:
“Our goal is to focus our limited capacity on the work that best supports the library’s goals and our audiences’ needs. That said, here are some things you can do right now to promote your program.”
Step 2: Use Subtraction as a Tool, Not a Threat
We’re wired to add, not subtract. That’s why libraries accumulate platforms, processes, and expectations over time. But subtraction is not failure—it’s a form of innovation.
In marketing, this often shows up in places like:
- Too many social media platforms
- Overstuffed event calendars
- Legacy tactics that no longer match how people actually get information
How to make the case:
- Start with data (analytics, engagement, capacity)
- Frame subtraction as an experiment, not a permanent loss
- Offer a clear alternative
Example:
“If we stop maintaining Platform X, we can put more time into email or paid social—where we know our audiences actually engage.”
Step 3: Anchor Your No’s in a Plan (or Start Building One)
Over the course of my career at Charlotte Mecklenburg Library, I managed marketing and communications through constant change—budget cuts, leadership transitions, branch openings and closures, and major shifts in how the organization operated. At times, trust was fragile, both internally and externally.
I’ll also be honest—our department wasn’t always popular, especially in the years following major crises. But over time, I learned that regularly meeting with colleagues and being transparent about how we were making decisions helped lay the groundwork for better collaboration. As we shifted toward a more strategic, planned approach—grounded in clear priorities and shared context—it became easier to…
- Explain why we couldn’t do everything.
- Align messaging with staff reality.
- Pump the brakes when marketing got ahead of planning.
- See overload coming before it hit.
You don’t need a perfect plan to start. Even a simple framework helps:
- What are our top priorities this quarter?
- Who are we primarily trying to reach?
- What channels matter most right now?
Talking point you can use:
“We’re using our plan to help us make consistent decisions—not to shut things down, but to focus our efforts where they’ll have the most impact.”
Step 4: Clarify What Isn’t Marketing’s Job
One of the fastest paths to burnout is becoming the “other duties as assigned” department. Marketing and communications teams often get pulled into:
- Clerical work
- Event logistics
- Managing community flyers
- Last-minute fixes for planning gaps
Individually, these tasks seem reasonable. Collectively, they erode your ability to do strategic work.
How to push back constructively:
- Clarify what marketing is responsible for (storytelling, messaging, audience engagement)
- Redirect tasks to the roles or systems better suited to handle them
- Advocate for policies, forms, and workflows that reduce ad hoc requests
Talking point you can use:
“When marketing is focused on strategy and messaging, it actually supports everyone’s work more effectively—including yours.”
Step 5: Build Allies, Not Just Boundaries
One of the most important lessons I learned post-crisis was that strategy alone isn’t enough. Relationships matter. Regular conversations with internal leaders gave us:
- Context for requests
- Shared visibility into what was coming down the pipeline
- Opportunities to adjust timing before overload hit
Saying no is easier when:
- People understand your constraints
- They see how decisions are made
- They trust that you’re advocating for the organization—not just your department
Saying No Is How You Make Room
Burnout isn’t just about workload—it’s about lack of control, clarity, and alignment. For library marketing and communications professionals, saying no strategically is how you:
- Protect your capacity (and your energy).
- Focus on work that builds trust and relevance.
- Advocate for your role as a strategic partner.
- Create space to say yes to what truly matters.
You don’t need permission to start making room. Sometimes the most strategic thing you can do—for yourself and for your library—is to stop doing something.
Cordelia Anderson Consulting 