Yes or No?

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

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Topics: Communications Management, Knowledge Management, Lessons Learned, Talent Management

Most people find it difficult to say “no.” Perhaps we hate to reject others or their ideas, at least without some degree of explanation. A smaller number of us have no problem saying it, even taking delight in the experience.

Saying “no” is a sign of defiance or challenge, not just to another party, but also to some of the principles we stand by. We are taught to be helpful and supportive as we grow and our corporate identities are molded by similar beliefs. We are told to act as teams, to ask others if they need assistance, to pull together for the good of the project. Saying “no” is antithetical to these ideologies.

The problem with “yes” is that it can get us into trouble. We say it when we do not want to be rude or unaccommodating. We also say it despite the fact that we have nagging doubts about our ability to respond to the request and even when we clearly know that we cannot perform the task. We think that saying “yes” will keep ourselves open to opportunities, even if we fail--that we will be considered for other requests in the future so long as we agree to something in the present.

Why do we have this problem with “no”, anyway? Admittedly, we are all capable of a range of emotions given the circumstances and the people making requests. However, if it is a friend and/or colleague who…

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