“No” Regrets

Why do so many leaders have such a hard time saying “no” to projects that just do not fit into the departmental operations? Some of us say “yes” to misfit projects because we want to protect working relationships. Others of us value our reputation or perception of being a “can-do player.” Maybe this misfit project is a unique opportunity, and we don’t want to be perceived as unsupportive. In some cases, we will take on a misfit project because our boss asks us to do them. Or maybe the person asking has connections to our organization and we feel obligated to oblige them.

As leaders we train ourselves to keep optimism in our tool kit. We have to do it day-to-day to keep going. When asked to say “yes” to a misfit project, we pull out the optimism and hope that a misfit project will eventually succeed. We may believe that with additional resources, time, or adjustments, the project could overcome its challenges and deliver the desired results. But know this: optimism can sometimes cloud our judgment making it hard to say “no.”

Whether the misfit project is brought to you by your boss, or an important outsider, consider these 5 reasons to say “no” to a misfit project BEFORE you say “yes”:

-Resource Allocation: Misfit projects often require significant resources, including time, budget, and manpower.  Saying “yes” can add stress and confusion to our already busy day filled with top priority projects that need our attention. If the misfit project eats up too much of your resources, then saying “no” is the only option.

-Alignment: Misfit projects are those that do not contribute to or align with our mission or vision. In some instances, mere acquaintances—people we barely know may lead us down a long road to nowhere. Long meetings and phone calls mean time away from your core mission and generally it is all for their benefit and not your organization. By saying “no” to misfit projects, leaders ensure that the organization stays focused on its core mission and priorities, maximizing its chances of achieving success.

-Opportunity Cost: Pursuing misfit projects often comes at the expense of other potential opportunities that may be a better fit for the organization. Saying “no” to misfit projects allows leaders to prioritize and pursue better opportunities for the organization. Save the “yes” for the really important things.

-Risk management: Misfit projects are more likely to fail or underperform. They are not a fit due to their misalignment with the organization’s strengths, resources, and strategic goals. By saying “no” to such projects, leaders mitigate the risks associated with these ventures.

-Employee Engagement and Morale: Employees are more likely to be engaged and motivated when working on projects that are meaningful, aligned with the organization’s goals, and have a realistic chance of success. Pursuing misfit projects can lead to frustration, disillusionment, and decreased morale among team members.

When considering misfit projects remember your knowledge, skills and dedication to the organization put you in a leadership position. Assess the project honestly and make a decision that serves your employees/organization and don’t waste time with “no” regrets.

 GROW strong,

Jeff