The Danger of ‘Yes’ People

The desire for some team members to be liked and to work harmoniously with others can create a Yes mentality. They go along with, agree to, and support whatever opinion or decision a leader promotes. 

When asked point-blank what they think, a yes-person normally tells a leader what they want to hear. Everything is easier that way. 

To make matters worse, yes-people are often camouflaged by being the nicest, most affable, and easy-going colleagues anyone knows. Everyone wants to have a beer with them. 

But below the surface lies deception. No colleague ever says, “I’m about to tell you what you want to hear and agree with you when I don’t.” Yet, that is exactly what they do on nearly every issue. 

Yes-people don’t mean to lie or filter what they truly believe, but the need to be liked and to avoid rejection and unwanted conflict is just too strong. Perhaps more sadly, the consequence of this obsequious behavior is self-reinforcing. Over time, a yes-person doesn’t have to lie, filter, or withhold their honest views much, as they soon fail to think for themselves or stand for anything others don’t support first. 

Leaders who are surrounded by yes-people are in danger of only seeing issues and problems from one point of view. The echo chamber created by yes-people reinforces what leaders already think without the much-needed benefit of opposing or contrary views. This is confirmation bias on steroids. 

Leaders surrounded by yes-people might as well test all of their opinions in the mirror. They commonly have an inflated idea of themselves and what is going on around them. Worse yet, they make some horrible decisions as a result. 

Not surprisingly, weak leaders adore yes-people. Their desire to feel good about themselves and their views allows yes-people to flourish. They reward the continual agreement from yes-people with smiles, giddiness, and a pat on the back for sound thinking. 

They choose to remain blinded by the false agreement of yes-people because they secretly prefer to have their own way on just about everything.  Anything but Yes just gets in the way. 

In contrast, the best leaders eschew yes-people and insist that colleagues who work with them offer their candid views on every issue or subject. They are constantly pushing those around them to challenge their thinking and reward them for doing so. They don’t accept agreement without exploration. In many cases, those who concur must make a strong argument as to why. 

Strong leaders insist that any yes-people find the courage to chart a different path or find a different team. They recognize that tolerating yes-people leads to calamity and they want no part of it, no matter how comfortable it might feel. They instinctively know that Yes in trusted team members is only healthy in small doses.