Stephene Chikozho
Big Business Ideas
FOR many employees, working within an organisation means forever saying “yes”.
A yes-man is an individual who consistently agrees with their superiors, avoiding conflict and dissent at all costs.
Fearful of losing their jobs, eager to please and ambitious for promotion, subordinates are often happy to pass on good news, but reluctant to deliver bad news.
This might be good for their manager’s ego, but it can be damaging for the business. If bad news is hidden, managers lack vital information and can make bad decisions as a consequence.
When leaders are surrounded by yes-men, they are deprived of critical feedback and diverse perspectives, leading to poor decision-making and missed opportunities.
As such, leaders should beware of the “yes-men” and embrace constructive conflict in their companies.
Sometimes “no” is ultimately more useful than “yes”.
Stifling innovation
Innovation thrives on diversity of thought and constructive dissent.
In the African business context, where markets are incredibly diverse and customer needs are constantly changing, innovation is crucial.
Companies like Jumia, Africa’s leading e-commerce platform, have succeeded by continuously adapting to the unique demands of African consumers.
This adaptability is driven by a culture that encourages questioning and experimentation.
However, in environments dominated by yes-men, innovative ideas are often suppressed.
Employees may fear retribution or disapproval for suggesting alternatives or challenging existing practices.
This stifling of creativity can prevent businesses from exploring new avenues, improving products and staying competitive in a fast-paced market.
Hindering growth
Growth in African businesses often requires navigating complex and volatile environments.
From fluctuating currencies to regulatory changes and infrastructural challenges, the ability to adapt and make informed decisions is paramount.
When leaders are surrounded by yes-men, they risk making decisions based on incomplete or biased information.
For instance, consider the agricultural sector in Africa, which is a backbone of many economies.
Companies involved in agribusiness need to constantly innovate and adapt to changing climatic conditions, market demands and technological advancements.
A culture of yes-men can lead to complacency, where critical issues are overlooked and growth opportunities are missed.
The importance of constructive dissent
Constructive dissent is the antidote to the yes-man syndrome.
It involves creating an environment where employees feel safe to express their opinions, challenge ideas and propose alternatives.
This culture of open dialogue and mutual respect can lead to better decision-making, increased innovation and sustainable growth.
Successful African businesses are already embracing this approach.
For example, in the fintech sector, companies like Paystack and Interswitch have built cultures that value feedback and encourage diverse perspectives.
This openness has enabled them to develop user-centric solutions that address the unique financial needs of African consumers.
Leadership’s role in combating the yes-man syndrome
Being an effective leader involves recognising that it is impossible to be right all the time.
Seeking, and graciously accepting, critical feedback from trusted colleagues can help maintain a balanced perspective.
The challenge for leaders is to create an environment where bad news is tolerated and even encouraged.
If leaders react to unwelcome news without screaming or recrimination, staff is more likely to be confident about delivering it.
Good leaders tend to address the problem, rather than simply apportioning blame, helping to prevent a repeat scenario.
An important way of preventing a yes-men culture is to create a culture of collective responsibility and psychological safety.
Often, the most valuable employees are those who are courageous and caring enough to tell the truth, no matter how bad it might be.
For employees, delivering bad news is a skill in itself.
It is better if the news comes with a proposed solution attached and with causes of the problem acknowledged, rather than ignored.
The news should be delivered promptly; the sooner a problem is identified, the sooner it can be solved and the better a manager’s reaction is likely to be.
Management teams that can challenge each other’s thinking develop a richer understanding of strategic options and, ultimately, make better decisions.
The best business leaders attempt to harness criticism and debate.
If everybody is saying “yes”, something is seriously wrong.
Stephene Chikozho is chief executive of Africa Business Inc. He writes in his personal capacity. He can be contacted on WhatsApp +263772409651 or email [email protected]
