Do you know how to say No to your stakeholders, clients, and sponsors? In project management, we’re always getting requests for this and demands for that. But we can’t say yes to all of them – that way would lie madness. But, what about the alternative? How do you say NO and leave your sponsor, client, and stakeholders feeling good?
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How to Say No
How do you say NO and leave your sponsor, client, and stakeholders feeling good?
Of course, there is an answer that lies between a simple yes or no. It’s not ‘yes, but…’ It’s closer to ‘no, but…’
The answer that will serve you in many situations, is ‘yes, if…’.
Yes, if…
The secret to not needing to say ‘no’, yet avoiding the blank check that is a ‘yes’, is to understand what you are being asked for.
Often, in projects, you are being asked for either more, or less:
- Deliver more scope
- Incur less cost
- Build to greater quality
- Take less time
- Increase the benefits
- Reduce the risk
All of these are tricky asks. And, once the scope, schedule, budget, and specification are locked, it can feel impossible to shift. You need to say ‘no’.
Unless, that is, you can say ‘Yes, if…’
And the secret to doing this lies in two concepts.
How to Say No Concept 1: Trade offs
Put simply, you can have more scope – if you are prepared to spend more money, take more time, incur more risk or some combination.
Likewise, you can get the project done more quickly, if you have more budget and resources, or you descope it or accept a lower spec, or take more risk.
You see what I mean.
How to Say No Concept 2: Change Control
The second key concept is change control. As a project manager, it is not your job to approve or deny requests. This needs governance and control. Every project needs an appropriate change control process – which can be as simple as a sponsor hearing the arguments and making a decision, or as complex as a formal Design Authority Committee, supported by a team and a process. I’ll leave you to watch other videos on that.
If you have to say ‘no’
Sometimes, how will have to say no. But that feels bad, so transform the concept of no from a simple negative to an outstanding strategic tool, with the acronym, NO.
NO stands for Noble Objection.
A Noble Objection is when we decline to do something for good, rational, often strategic reasons. It is Noble, if:
- The reason for the NO is sound
- You make you Noble Objection in a courteous and respectful way
And one more tip:
‘Never a naked NO.’
If you just say ‘NO’ – no matter how respectfully, people will find it hard to accept. In their heads, they will be asking ‘why?’
So, cloth your NO in a good, juicy ‘because’. Explain your reasoning. This will help them to accept your NO.
And, if it turns out they think your reasons are weak, or you have missed or misinterpreted some evidence, they can let you know, and you will have a chance to reconsider your decision.
The Yes/No Book
Learn more about when to say yes or no, and how to say no and how to say yes effectively, in my best-selling book, ‘The Yes/No Book: How to Do Less and Achieve More’.
‘This book is a must for anyone who has a busy business and personal life. If, like me, you find it hard to say N.O then this is for you! It challenges you to break the YES habit and to think about why you would want to do something. ‘
Julian (Amazon 5***** review)
What Kit does a Project Manager Need?
I asked Project Managers in a couple of forums what material things you need to have, to do your job as a Project Manager. They responded magnificently. I compiled their answers into a Kit list. I added my own.
Check out the Kit a Project Manager needs
Note that the links are affiliated.
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