Stories of the Institutional Past #11
Stories of the Institutional Past #11
Saying "No"
We have all worked or are still working in an organisation where a resounding “yes” is usually the correct answer. In the fast-paced and demanding world of corporate environments, the power of a simple “no” is often underestimated. I remember it all too well when a colleague of mine told the big boss in a meeting, “No”. The room went quiet. It’s weird how it’s almost unthinkable to give such an answer to a superior. While the inclination to say “yes” to every request may seem like a pathway to success, the ability to say the opposite can actually be far more beneficial. When I started managing people, it was very refreshing to hear a disagreement with my own views or requests. How would you ever improve? Saying “no” is not just a sign of refusal; it's an assertion of clarity, boundaries, and priorities. But you have to get good at it. I highly respect people who can say no, but only if they give a good reason.
The more senior you get, the more you will get to say no to people. It’s part of the game. If I had to say yes to every damn request or workload, I’d get nowhere. It’s the nature of businesses, and I hear this not only from finance people, it’s literally everywhere. Don’t you know of colleagues or people within your organisation that always say “yes”? The unfortunate thing for these good souls is that people will know that they can dump any request on them and that it will likely get done. Who else would you go to? The person that always says “no”? Now, being a “no” person is a balanced act. There must be a reason and priority for why you can’t do it. The goal is to provide a precise and well-founded rationale. You don’t want to be known as the no-to-any-question person. People will respect a well-reasoned decline, however. It must either be founded on your own principles or protect your own unit's interests. I was once asked to attend a fund award ceremony for another senior portfolio manager who couldn’t attend. The big guy himself asked me. I declined, stating that I couldn’t accept an award I had nothing to do with. He understood and went by himself. He later admitted that the request wasn’t fair to me and that he himself should have just done it without trying to delegate. The thing with a delegation from seniors is usually shelving off stuff they don’t like to do themselves. I’ve done it myself.
Mastering the art of saying “no” in the workplace is a nuanced skill, particularly for those in senior positions. It's not about bluntly rejecting requests but rather about making strategic choices. Those who excel in their roles understand that their time and resources are limited and that prioritizing effectively is key to both personal success and organizational growth. The challenge lies in distinguishing between opportunities that align with key objectives and those that do not. I, for example, used an email filter, which coloured incoming emails. I had a list of important people that I would prioritise. Another good filter was to put emails where I was cc’d into a “no” category. If it’s important, you can call or directly email me.
It's important for any organisation to develop a culture where saying “no” is acceptable and even encouraged. It either happens naturally or by design. For managers, it means creating an environment where everyone feels confident in expressing their opinions and helps cut out the bullshit. The goal is for people to understand that saying “no” is not a sign of non-cooperation but a gesture of sincerity and responsibility. Ultimately, everyone benefits, and decision-making becomes more efficient. Looking back, I wish I would have said more “no” in my professional life. Give it a go!