How to Advocate for Yourself at Work (Without Burning Out or Blowing Up)
- Jarone Macklin-Page
- Oct 22
- 4 min read
Speaking up for what you need at work isn’t always easy. Whether it’s asking for adjustments, setting boundaries, or clarifying expectations, self-advocacy can feel exhausting, especially if you’ve had mixed experiences in the past.
But here’s the truth: you have every right to ask for what will help you do your best work. And when those needs are framed in a way that supports both you and your organisation’s goals, it’s far easier to get buy-in and make changes that last.
Why Self-Advocacy Matters (and Why It’s Hard)
For many dyslexic professionals, the challenge isn’t knowing what we need; it’s knowing how to ask without coming across as difficult, demanding, or “making a fuss.” We worry about being seen as the problem rather than the person bringing value.
The problem is, when we don’t ask, nothing changes. Over time, this can lead to frustration, burnout, or a big “blow-up” moment where everything comes out at once. Neither side wins when that happens.
Self-advocacy done well is about finding the overlap between your needs and your employer’s priorities, quality work, productivity, retention, and a positive workplace culture. That’s where real, sustainable change happens.
Practical Ways to Advocate for Yourself (and Protect Your Energy)
1) Get Clear on What You Need
Before you open the conversation, take time to define:
Exactly what you want (e.g., software, workflow change, communication style).
Why it matters to you and your work.
What it will achieve in terms of productivity, accuracy, or contribution to the team.
💡 Example: “I’d like to use Grammarly to check my reports before they go out. It would save me time and reduce the need for manual proofreading, so I can focus more on the content and analysis.”
When you’re clear in your own mind, you’ll be clear with others, and clarity makes agreement easier.
2) Pick Your Moment
The “when” matters just as much as the “what.” Avoid trying to advocate during high-stress moments like right after a big deadline or in the middle of a team crisis.
Instead:
Request a dedicated meeting or slot in a regular check-in.
Let them know the topic in advance so they’re not blindsided.
Choose a time when you’re likely to be calm, confident, and ready to listen as well as speak.
💡 Example: “Can we set aside 20 minutes next week to talk about how I can work more effectively on the next project? I have a few ideas that I think could benefit us both.”
3) Use “I” Language, and Link to Outcomes
“I work best when…” or “It would help me if…” keeps the tone personal and avoids blaming language. But don’t stop there, link your request to a result your manager will value.
💡 Example: “I work best when I can see priorities in writing after our meetings. If I have that, I can make sure I’m focusing on the right tasks and hitting deadlines without needing follow-up.”
By showing how your need directly improves work outcomes, you move it from a personal request to a business improvement.
4) Offer Context, Not Just Requests
Help the other person understand why this matters. Without context, a request can feel like extra work or a nice-to-have rather than an essential.
Structure it like this:
State the challenge — what’s making the work harder?
Explain the impact — what happens as a result (time lost, quality affected, stress).
Suggest the change — the specific thing you’re asking for.
Show the benefit — how it will help your work and the team’s goals.
💡 Example: “When I get project updates only in meetings, I sometimes miss small details. That means I have to ask for clarifications later, which slows things down. If I had a written follow-up, I could get it right the first time and keep things moving.”
5) Suggest a Trial
If you sense hesitation, reduce the risk by proposing a time-limited trial.
💡 Example: “Could we try this for the next month and review how it’s working? If it doesn’t help, we can adjust or drop it.”
This approach shows you’re open to collaboration and willing to be flexible, qualities managers value.
6) Protect Your Energy
Advocacy isn’t just about asking for things; it’s also about knowing your limits. If you take on too much or constantly work in ways that drain you, your performance and wellbeing will suffer.
Setting boundaries can sound like:
“I can take this on, but it will mean pushing back the deadline for [task]. Which is the higher priority?”
“I’m happy to join the meeting, but I’ll need an agenda to prepare effectively.”
Boundaries aren’t barriers; they’re tools to help you deliver your best work without burning out.
Permission to Take Up Space (Without Taking Sides)
You’re not asking for special treatment, you’re creating the conditions to deliver your best work, which benefits the team and the organisation.
Taking up space doesn’t mean being confrontational. It means:
Speaking up early before issues escalate.
Following up if you don’t get a clear answer.
Revisiting conversations if changes aren’t being maintained.
When you approach advocacy as a partnership, you position yourself as someone who’s invested in both your own success and the company’s.
Final Thought
Self-advocacy is most effective when it’s rooted in balance. By clearly communicating your needs, linking them to tangible outcomes, and protecting your energy, you create a win–win: a workplace that supports you, and a role where you can thrive.
📌 Want help putting this into practice? Book a coaching session and we’ll work together to create a self-advocacy plan that’s tailored to your needs, complete with the exact language to use, how to frame it for your employer, and the confidence to follow through.
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