Saying “No” is hard, especially if you’re an optimist like me. It can feel awkward, even risky. Saying “Yes,” on the other hand, feels great—it’s productive, optimistic, full of possibility. So it’s tempting to say “Yes” to everything that seems promising. But here’s the paradox: saying “Yes” to too many things often overwhelms your team, scattering their focus and preventing them from dedicating their best efforts to what truly matters.

Over the years, I’ve discovered that the most powerful tool for success isn’t saying “Yes”—it’s learning to say “No.” For leaders, this is one of the most essential skills to master if you want to maintain focus and drive meaningful results.

I’ve found a simple trick that makes it easier to say “No”: realize you have four options, not just two. You can say:

1. Yes – When something perfectly aligns with your strategic goals and priorities.

2. Yes, if… – A conditional agreement that sets specific terms, like reducing scope, adding resources, or eliminating something else.

3. Not yet – A way to acknowledge the value of an idea but defer commitment until the timing is right.

4. No – A definitive response, often the hardest but most powerful in protecting your team’s focus on what truly matters.

Netflix provides a great example of the power of saying “No” to focus on what matters most. In the early 2010s, as streaming began to take off, Netflix faced a difficult choice. Should they continue investing in their successful DVD rental business, which was still generating significant revenue, or shift all their focus to streaming, a less proven but potentially transformative opportunity?

Reed Hastings, Netflix’s CEO, made a bold decision: he said “No” to continuing the DVD rental business as their core strategy. Instead, he focused the company’s resources entirely on streaming. This decision wasn’t easy—it involved giving up a reliable revenue stream, restructuring the organization, and facing criticism from both within and outside the company. But by saying “No” to the DVD business, Netflix freed up resources to innovate in streaming, develop original content, and become the global leader in digital entertainment.

This was not a rejection of an opportunity; it was a strategic choice to maximize a bigger one. It enabled Netflix to build a future-focused company rather than cling to the past.

Greg McKeown, in his book Essentialism, suggests applying zero-based budgeting not just to financial commitments, but to time and resources as well. Instead of making decisions based on what you’ve always done, start from scratch. Imagine that all projects and initiatives are off the table. Which would you choose to add back today?

Just like in zero-based budgeting, where every expense must justify its existence, every team commitment must prove its value anew. If a project or initiative doesn’t align with the core strategy, it should be a “No.” This approach helps ensure that every “Yes” truly counts and that your team’s resources are focused where they matter most.

Marie Kondo’s philosophy in The Life-Changing Magic of Tidying Up offers a similar mindset. She advises focusing not on what to discard but on what to keep. Only what “sparks joy” makes the cut. In a business context, we can apply this idea by asking: “What initiatives genuinely drive our strategic goals?” Everything else should be considered for elimination.

This idea is also at the core of Agile principles. The Agile Manifesto states, “simplicity—the art of maximizing the amount of work not done.”  What you choose not to do is just as important as what you choose to do. Frankly, it might be more important. The most successful organizations are those that make deliberate choices about what not to pursue, ensuring their focus is on the areas where they can have the greatest impact .

As James Clear explains: “The strategy required to find a great opportunity (lots of saying yes and exploring widely) is different from the strategy required to make the most of a great opportunity (lots of saying no and remaining focused).” Saying “No” isn’t about rejecting opportunities; it’s about creating space for the ones that matter most. It’s about enabling your team to fully commit to the most impactful work.

So, the next time you face a decision, think beyond “Yes” or “No.” Consider these four responses: “Yes,” “Yes, if…,” “Not yet,” or “No.” Practice zero-based budgeting to start fresh, decide which initiatives genuinely drive your strategy forward, and recognize that every “No” is an opportunity to make room for greatness. Because ultimately, the most impactful leaders are not those who try to do everything—they are the ones who master the art of doing the right things.

———

This post is an excerpt from my upcoming book, a practical handbook for executing strategy from an operator’s point of view. Drawing on decades of real-world experience, it’s designed to help leaders turn strategy into action through clear, actionable steps. Stay tuned for more insights and updates as we get closer to launch!