Say NO more often—to save yourself!

A new study involving over 31,000 leaders across 31 countries reveals an alarming result: two-thirds say they are not getting to the truly important topics in their organizations.

No wonder!

We are constantly sitting in (team)-meetings, rushing from one “urgent issue” to the next, putting out fires before we even know where they started. At the same time, countless initiatives, projects, and transformations are running in parallel—so many that hardly anyone can keep track anymore.

The tragic part: most of these topics make perfect sense when viewed individually. But taken together, they suffocate our organizations.

Instead of prioritizing together, demands come at us from all directions—each department has its own priorities, each leader their own agenda. And because we don’t want to disappoint anyone, we often say what is easiest in the short term: yes.

A quick yes creates a sense of calm. It signals helpfulness, team spirit, and loyalty. But that feeling is deceptive and short-lived. Before long, the consequences catch up with us: we feel overwhelmed, externally controlled, lose the joy in our work—and eventually, even our health.

A “no,” on the other hand, is uncomfortable. It can create tension, involve risks, and make us unpopular in the short term. And yet: in the long run, it is the more honest, effective, and healthier answer.

Because every “yes” is also a “no”—to something else:
To focus. To quality. To recovery.

Those who consciously say no are, in reality, making a decision for: clarity, consistency, and integrity.

Well-reasoned “no’s” build trust. They show that you have principles and are not swept away by every wave. And those who dare to say no paradoxically create the space for real productivity and performance.

I am convinced: if we create a culture in organizations where saying no is not seen as resistance but as a sign of responsibility, we would have less stress, fewer burnouts—and more real results. Perhaps then even some of our large-scale projects, like Stuttgart 21 or BER, would have been completed on time.