While I tell people — especially women — to say NO more often, I will tell leaders to stop accepting no for an answer, if they want to reach a new level.
Why?
As a leader in a financially driven organization, you are supposed to deliver results.
You deliver results by achieving your goals.
At the same time, you are supervising employees who must also deliver and bake their own piece of the big pie.
Are they all rushing to you delivering pies every day? Delicious pies, huge pies that are important to you and the organization?
If you are in a high-performing team, the answer might be yes. For many leaders the answer is not be that clear and easy.
You have a vision for your team and define objectives with each individual — yet their performance will vary. Which is normal.
Some team members come up with brilliant ideas, solve problems proactively and aim for the greater every day. They know how to make the impossible possible and enjoy tackling every challenge on their way.
Many human beings however think in limits. Oftentimes, they are unaware of what they don’t know or cannot imagine how one could possibly think differently.
Some are afraid of the unfamiliar and try to stay in their comfort zone. They know what they can achieve when relying on positive past experiences, but don’t dare to think or go beyond.
Many people follow the herd and imitate the behavior and successes of others. As this can be a great learning in some situations or help someone who is new to a topic, it is very limiting in general. Copying minimizes innovation and creativity.
All these examples often lead to hesitant team members who think or even say “no” to new challenges or changes.
Frequent statements include
“It is not possible because …”
“The risk is too high. We should not even think about it.”
“We have always failed in the past. It is not going to work.”
“I’m sorry, but I don’t have the time for …”
Now, it is easy to say, “Stop taking NO for an answer!”
You might wonder what it is that you could do instead. Here are some ideas which can guide you into that direction:
Create a business environment of psychological safety. If people feel safe and valued, they will open up and dare to speak. Even if their ideas first seem crazy or unsuitable.
Then, let them experiment. Give them the freedom and responsibility to try new stuff and new ways of doing things. Even if they make mistake. Actually, you want them to make mistakes and learn from them!
Ask your team to come up with solutions. The next step is always a solution or a solution proposal.
Don’t rush into solving topics yourself. Delegate and make them learn how to think like entrepreneurs.
Give them the power to prioritize and ask them how much time they need.
If you want to achieve something quickly, think in sprints and have short alignments at least once or twice a week.
Remain realistic and choose few priorities. If you want your team to work on twenty big tasks or projects in parallel, you will lose focus and achieve your results less efficiently. Prefer focus and high quality, finish, complete — and then move to the next topic right away.
The key is to move from a problem-oriented thinking towards a solution-oriented mindset.
Like always, the more you and your team practice this, the easier it will become.
Coach them to stop thinking, “I can’t achieve it!” and start with a powerful “How can we …?” or “What steps do we need to take?”
There is always a solution.
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