Yes, And… Yes, But…

It was a typical team meeting. Creative ideas flowing, people leaning in and sharing. And I noticed two kinds of people in the room. 

There’s the “Yes, And” folks. They’d hear an idea, make space for it, and build on it. Even if it’s unfinished, they help it breathe long enough to become something more. 

And then there are the “Yes, But” people, who (bless them) instinctively move toward the flaws, the risks, the reasons it won’t work. 

Here’s the thing about “but” — everything you say before it gets cancelled out. It’s a partial agreement that negates itself. You’re not wrong, but… You have a point, but… Even “Yes, But” isn’t really a yes. It’s a redirect dressed up as agreement. 

To be fair, “Yes, but” isn’t always wrong. Sometimes the concern is valid. Sometimes it’s necessary. But when it’s the default — when it’s the first move, every time — it sends a quiet message to your team: Don’t get excited. Don’t risk it. There really is no yes. 

And teams listen. They stop bringing the big ideas. They edit themselves before they even open their mouths. 

That’s lost capacity. 

“Yes, and” doesn’t mean agreeing with everything. It means allowing exploration before you evaluate. It means creating an environment where people feel safe enough to think out loud. 

One small shift can change the culture of a team. 

 At Ziel, we help leaders build the capacity to expand possibility — in themselves and in the people around them. Ready to unleash your team’s capacity? Let’s talk.