Management Idioms - Not Ready for Yes

Countless times in my career, I've been tasked with something only to discover later that my efforts were not truly wanted or needed. Looking back, I realize that many common business phrases were often used as a coded "no." These phrases, or idioms, have a figurative meaning understood within the workplace culture that often differs from their literal interpretation.

The issue I faced was that these phrases were standard business language, yet one person would intend the figurative meaning while the other would take action based on the literal meaning. Sometimes, both parties were aware of the figurative meaning but proceeded with the literal work anyway.

Let me share some insights into my experiences with these phrases and explore how we could cut through the ambiguity and get to the heart of the matter.

Go Write a Plan

Over my 30+ year career, I've written countless plans—a number I wouldn't even dare to guess! Yet, I'd estimate only about 30% were genuinely valuable to my team or the organization. The rest? A waste of time and effort. Early on, whenever I pitched an idea, the common response was, "Go write a plan." I interpreted this as a green light, a "Yes, go make it happen!

So, I'd pour my energy into crafting a plan, often roping in a colleague for support. I'd work tirelessly, sometimes turning around a plan in just a few days. I was eager to maintain momentum, get approval, and dive into the exciting part—implementation. I misread the room, believing the quick turnaround request meant, "We're on board, John! Let's get this show on the road!"

But, when I presented the plan, reality hit hard. The response was lukewarm at best—a few text edits here, a request for more details there, or even worse, a decision deferred to some committee. The message was clear: the idea was dead, or on its deathbed. It was a "No," disguised as a "Go write a plan." 

You should consult with others? 

I'd frequently get a response to an idea or plan that involved seeking consultation, feedback, and benchmarking against industry standards. This request, similar to the "go write a plan" directive, was initially perceived as a positive step forward. However, this step was far more demanding, requiring significant time and resources, not just from me but from others as well. As more people were looped in, the stakes were raised considerably. Consulting wasn't merely about gathering opinions; it required active promotion of the concept and securing buy-in, making the literal meaning of the request more prominent due to the increased risk. In reality, this request often aimed to unearth evidence that would discredit the idea or make the workload so overwhelming that it would be deemed unfeasible. Once again, the underlying message was a clear "no" disguised as a request for further action.

What is the ROI?

The final request I'd often get when pitching a new idea was the infamous "What is the ROI?" This question always left me baffled—not because I couldn't calculate a return on investment, but because the ideas or innovations I was exploring were often not easily measured. Sometimes, it was simply too early in the development cycle to accurately predict the impact, costs, and returns. Other times, the returns were non-monetary and difficult to quantify and properly explain.

I knew what this request really meant: "No." But that didn't stop me from trying to find a calculation that would outline the potential ROI, searching for sources of reliable and measurable data, or even quantifying the costs of not innovating. I'd spend time and resources on this fruitless endeavor, not because I didn't understand the hidden message, but because the lack of an explicit "no" gave me a glimmer of hope. I clung to the belief that I could present compelling data and facts to prove the change was positive for the organization. 

Not Ready for Yes

As I gained work experience, more self-awareness, and a deeper understanding of these management idioms, I realized three key factors were at play.

First, my drive to challenge the status quo has been a double-edged sword throughout my career. If I thought there was a better way, I'd push for a discussion—I craved the debate itself more than the implementation. To me, true innovation sprung from dissecting problems from every angle.

Second, I discovered that people, groups, or entire organizations are often hesitant to embrace new ideas. Presenting a solution without addressing the root cause often triggered those management idioms. The decision-maker might not want to say no outright, struggle to articulate their concerns, or fear the workload that a "yes" would bring. So, they'd assign me more tasks, masking a "no" as support and encouragement. I learned the hard way that I needed to pave the way for their "yes."

Finally, I realized that innovation within your role often doesn't require permission. As long as your plans align with your responsibilities, there's room to experiment. You need to be prepared to own the outcome—both successes and failures. This approach lets you test ideas, hone your innovation skills, and build alliances. We often seek approval not because we need it, but because we want someone else to shoulder the blame if things go south. Decision-makers see this and respond with those idioms, dodging responsibility. This creates a vicious cycle that stifles innovation. A better strategy? Innovate within your scope, communicate the problem and desired outcomes, and take ownership of the work. These small wins lay the groundwork for getting a "yes" for bigger, bolder ideas.

Getting to Yes

From a leadership perspective, there are a few key takeaways when you hear these idioms. First, ensure you truly understand what's being asked of you. When pitching an idea and you're asked to build a plan, consult, or determine the ROI, it's critical to discern whether you're doing work for the literal or figurative meaning.  There are several ways to decode the real message – directly asking, indirectly exploring, directly ignoring, or indirectly ignoring. The best approach depends on both your skills and those of the decision-maker. Strong leaders can directly clarify, putting all cards on the table. If there's a skill imbalance, a more nuanced and patient approach is needed to uncover the idiom's true meaning.

Secondly, effective leaders are patient and strategic when faced with these management idioms. Seasoned leaders often have a good sense of where people stand before formally pitching their idea, having subtly gauged reactions beforehand. They're skilled at presenting the problem or opportunity, rather than jumping straight to a solution. They build alliances with those who might be more persuasive in getting to a "yes." They also continuously cultivate diverse and responsive networks that can help them achieve future "yeses," even when those future needs are still unknown.

Thirdly, recognize that innovation within your role often doesn't require permission. As long as your plans align with your responsibilities, there's usually room to experiment. You need to be prepared to own the outcome – both successes and failures. This approach allows you to test hypotheses, hone your innovation skills, and build allies. Often, we seek approval not because we truly need it, but because we want someone else to share the blame if things go wrong. Decision-makers see this and respond with those idioms as a form of pushing back the responsibility. This creates a vicious cycle that stifles innovation. A better strategy? Innovate within your scope, communicate the problem and desired outcomes, and take ownership of the work. These small wins pave the way for getting a "yes" for bigger, bolder ideas.

Leading to Yes

If you're a decision-maker and you've ever used phrases like "go write a plan," "consult with others," or "what's the ROI?" in response to a request, stop and think. Your response isn't clear even if you think it is. Are you saying no, not yet, not sure, or yes? If you're clear on your answer, then be clear in your response. If you're not clear, engage in a dialogue to promote understanding and learning.

Don't beat around the bush with canned management responses that feign support while stalling progress. The conflict and mistrust you create with this approach are far more damaging than the conflict of an outright no. If you have to say no, explain why and show that you understand the reasoning behind the request being made.

Remember, your job isn't simply to make decisions. Your job is to uncover the meaning behind the problems and opportunities presented to you so that the next steps are obvious. Create an open dialogue that engages everyone involved. The discussion should clearly outline the next steps and provide the person making the request with a concrete action to take. There should be very few "nos" when someone asks for something the first time, but that doesn't mean it's a definite "yes" either.

Often, people who bring forward new ideas or innovations are simply seeking permission to explore further. However, in many organizations, the process for submitting ideas is a formal request for resources. This forces the concept of exploration and experimentation into concrete action and often results in a vague, management idiom response. Good leaders create conditions and opportunities where thoughts, opinions, and ideas are the focus.

Decision-makers often struggle with taking on additional work, decisions, or responsibilities. So, they respond to requests by assigning tasks like plans, consultations, and ROI calculations. This only creates more work, more decisions, and more responsibilities. True leaders seize a request for change as an opportunity to understand the problem or perspective. This creates clear next steps, boosts team engagement, and builds a strong foundation within the organization to respond effectively to an uncertain future.

I'm curious to know what idioms you regularly hear at work. What is being said, and what is really meant?