Agreeing to a request and then regretting it later is a universal experience. Leaders want to be helpful and liked by others, just like everyone else. But in their ambition to gain acceptance and please others, they sometimes say “Yes” to a request when they should have said “No.”
I’ve been there. Saying yes when I should’ve said no. For two reasons: time and/or I truly didn’t want to do it. Some of my almost no’s turned into I’m glad I said yes.
I agree that saying “yes” more slowly is wise, and I love the list of probing questions. Nonetheless, I have found that a bigger problem is people in leadership positions who are too quick to say “no” or, worse still, “maybe,” which is the coward’s “no.”
True leaders always start with a “yes” in their heart, have a good reason for “no,” and avoid “maybe” altogether. It’s just a matter of respect for their people.
This runs counter to the idea that good leaders are very decisive. I think we like the idea that good leaders are decisive --- but mostly good leaders are willing to suffer the accusation of being slow to make decisions.
I’ve been there. Saying yes when I should’ve said no. For two reasons: time and/or I truly didn’t want to do it. Some of my almost no’s turned into I’m glad I said yes.
I agree that saying “yes” more slowly is wise, and I love the list of probing questions. Nonetheless, I have found that a bigger problem is people in leadership positions who are too quick to say “no” or, worse still, “maybe,” which is the coward’s “no.”
True leaders always start with a “yes” in their heart, have a good reason for “no,” and avoid “maybe” altogether. It’s just a matter of respect for their people.
This runs counter to the idea that good leaders are very decisive. I think we like the idea that good leaders are decisive --- but mostly good leaders are willing to suffer the accusation of being slow to make decisions.