The Brave Answer: No

There seems to be an epidemic that has insidiously taken over my organization. The very nature of this writing may seem to some that I am not a team player or a naysayer. All I ask is that you keep reading before you make a conclusion. We do not say “No” enough in leadership!

There are many popular leadership mantras out there about being positive and getting the job done. Here are a few: “how do we get to Yes”, “Yes, if…”, and “the art of the possible” are just a few of our current day statements. It has become unacceptable to say “No” or to inform other leaders, our bosses, or stakeholders that “No” is the correct answer. We have lost our ability to stand up and stop some of the madness taking over our lives.

As I write this, I KNOW all the reasons why we don’t, I have used most of them. We in leadership can talk it, but that is not what this blog is about today. If anything, maybe this is cathartic for me to get this off my chest…and say NO!

As resources become more and more constrained and the demand for what we provide as leaders in an organization increase, the expectation however unrealistic, is that “Yes” we can do “it”, whatever “it” is. This continued support to “get to Yes” has driven many leaders to foolish decisions, drained intellectual and motivational energy, and made work a degrading place. When you know the correct answer to the question is “No we can’t do this” or “No that is the wrong decision” but you are forced to find a way via “the art of the possible”, you as a leader must devise a plan to protect the patient, your unit, and the organization from making huge mistakes.

“No” is the right answer in some decisions that have to be made. Unfairly though, many in leadership don’t want to hear “No”. This un-acceptance can be due to many reasons such as insecurity, power control, or just lack of leadership fortitude to realize this could be the answer. You will have to find out which it is for your situation. If “No” is not an accepted climate in your organization, it is going to be tough if your leadership and decision determine it is the right answer.

Don’t lose hope.

For every “ying” there is a “yang”. Let me introduce you to another phrase which has become a principle recently for me. The phrase is “No, because…”.

In either case of “Yes, if…” or “No, because…”, your responsibility to your boss, patients, and organization is to ensure you protect the care provided. The work you have accomplished to do this means you have diligently researched and worked to determine a course of action to meet the mission. Sometimes the obstacles to accomplishing the task and mission are management enough that “Yes, if…” can be used to come to a conclusion.

However, there are times when even if “Yes, if…” can be done, you truly believe the outcome will have a negative impact on the patients or mission, then present your findings as “No, because…” response. The difference is whether you recommend your decision or do you not recommend a course of action for the task.

If you use “No, because…” as the option, here are 4 things to remember:

1. Research: Do your homework on the task. Validate you have considered all options, you have looked at every angle possible, and you have considered out-of-the-box approaches to the challenge presented. You don’t want to miss any opportunity to support the challenge presented with a “Yes” if possible.
2. Facts/Objectivity: Deal only in facts and objective behavior and statements. When starting with “No, because…”, you are probably already fighting an uphill battle due to our culture of “Yes only” society. Critically analyze your presentation, responses, and feedback and ensure they are objective, deal in facts, and remove emotion.
3. Inclusive: Try to build alliance with other parts of the organization which support your findings, are impacted by the challenge, and add their inputs to your rationale. “No, because…” options work well if there are more leaders on your side. Don’t hesitate to work this completely before presentation so you have support going. It also allows feedback on your decision to use “No, because…” and gives you other leaders to ensure your objectivity, completeness of your research, and strength to your cause.
4. Resolution: If you have done the previous 3 steps, you still may be told we need to “get to Yes”. The great thing about your complete preparation for the “No, because…” option is you have completed the research already to give the “Yes, if…” option. You can easily provide a direction for potential resolution once all the “Ifs” are taken care of for the organization.

Would it be easier to start at “Yes, if…” option? Maybe.

Is it the right place to start? Maybe.

Should you consider “No, because…” as an option? Yes!

There are times when leadership calls for courage and “No, because…” is the appropriate and correct answer to provide your leadership. Don’t shy away from being the leader with dignity, integrity, and character to not go along with the flow when you know the direction is heading towards a disaster. Make no mistake, many leaders don’t respect the “No” answer. Sometimes they need to hear it anyways!

Leading with you.

Dean

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