Navigating the Cost of Assertiveness: Insight from a Senior Graphic Designer in Burlington, Ontario

In my career as a senior graphic designer in Burlington, Ontario, I’ve worked with a range of companies—large corporations, ad agencies, manufacturing firms, and direct-to-consumer brands.

I’ve been the “Yes Girl” for years:

Yes to last-minute deadlines. Yes to taking on extra work. Yes to handling the unexpected challenges that always seem to come up.

It’s what I’ve done. It’s who I’ve been. As is often the case, as soon as I said “No”, everything shifted.

Instead of being met with understanding or respect for the years of dedication I had shown, I was met with anger and disdain. Management reminded me that if I valued my job, I shouldn’t complain.

It was a stark reminder that at many companies, jobs seem to come to an end as soon as an employee expresses dissatisfaction, no matter how many years of hard work and loyalty they’ve put in.

It leaves me wondering: Why doesn’t management remember all the “Yeses” before this one “No”?

Why do they feel entitled to a “Yes” every time, without ever truly respecting and valuing what we bring to the table?

It’s frustrating because, as employees, we often feel like we’re stuck in a cycle of pleasing management—solving problems they can’t seem to fix, picking up the slack when departments are understaffed, and filling in the gaps in a system that’s just not working. But when it’s time for us to say “No,” to set healthy boundaries, that’s when the tides turn.

Why does one “No” from an employee feel like a betrayal when years of “Yeses” seem to be so easily forgotten?

One of the reasons management seems to react so negatively to “No” is because they take it personally, viewing it as a direct challenge to their authority or decisions. Instead of seeing it as a healthy boundary or a genuine concern, they often interpret it as a personal attack.

This mindset can be incredibly damaging because, rather than being willing to work with their team to resolve issues or make adjustments, they dig in their heels and demand compliance. This lack of collaboration leads to high turnover, as employees feel unsupported or unvalued.

When turnover is high, the team is constantly starting from scratch, re-learning company processes, and trying to get up to speed, which slows down productivity and creates an atmosphere of instability.

If management were more willing to listen and work together with their team, rather than viewing "No" as a negative, they could foster a more loyal and satisfied workforce that’s invested in the company’s long-term success.

The truth is, managers often expect the “Yes” person to just keep giving, without ever asking, “How are you doing?”, "I love all the work you are doing, thank you!".... They’re so focused on their own pressures that they forget to pause and recognize that the employee they rely on is only human. If they truly want to keep their team happy, they need to value and address the issues at hand.

When the “Yes” person finally draws a line and asks for some respect, it can feel like a direct threat to the system that has been built around them (management).

Instead of making an effort to understand and meet the employee’s needs, management often doubles down on demanding more, creating an environment of fear and frustration instead of collaboration.

This is why jobs come to an end. It’s not just about the work—it’s about the failure to recognize and respect the contributions that employees bring to the table.

Instead of trying to make employees happy by valuing their work and boundaries, too many companies push their staff to the breaking point, only to let them go when they express frustration.

As employees, we should have the right to say “No” without fear of losing our job or being met with anger.

I’ve spent years saying “Yes,” always putting the company’s needs first, saving them time, money, and energy.

I deserve to have my contributions respected, to have my boundaries acknowledged. I shouldn’t have to fear retaliation for simply standing up for myself.

When we constantly give, give, give—and never receive the same in return—it creates a toxic cycle. Respect is a two-way street. As much as management expects employees to always say “Yes,” they need to remember that employees have the right to say “No,” too. We’ve earned that right.

At the end of the day, it’s not about rejecting the company or corporate culture. It’s about creating a sustainable, healthy working environment where both employees and management respect each other’s contributions.

And if management truly valued all that we bring to the table, they’d recognize that saying “No” isn’t a threat

—it’s an opportunity for growth and better collaboration.

Have any other Senior Graphic Designers had the same experience? I'd love to hear your thoughts! Let's chat about it in the comments below—share your stories and let's discuss how we can navigate these challenges together.

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