Because while a new year promises fresh opportunities, it also delivers its share of Nos—some expected, some surprising.
Here is what I have learnt: a ‘No’ shouldn’t always be the end when a proposal demonstrates clear value—supported by evidence—and when the ‘No’ when unchallenged can forfeit impact that truly matters.
So, if you receive a ‘No’ to a proposal and you know—based on evidence—the significant value it will create—not only for key stakeholders but for the organisation and the wider ecosystem it serves—here are three lessons, informed by experience driving complex initiatives and aligning priorities across diverse contexts, to turn a ‘No’ into a ‘Yes.’
✅ 1. The ‘No’ Is Rarely About the Idea
Most of the time, rejection isn’t because your concept lacks value. It’s about how you communicated it.
Every stakeholder has a language that resonates with them:
✔ For one, it’s numbers and figures.
✔ For another, profitability or repurchase gains.
✔ For yet another, tangible social impact.
If you present a strategy in terms of social impact to someone who prioritises financial metrics, the answer will almost always be ‘No.’
✅️ 2. Evidence Is Your Best Friend
Turning a ‘No’ into a ‘Yes’ can take days—or years. Why? Because building credible evidence takes time—and not just any evidence, but evidence aligned to the stakeholder’s language.
If their language is numbers, your evidence must be data-driven. If their language is social impact, your proof must show measurable change in lives or communities. The stronger and more tailored your evidence, the shorter the timeline from ‘No’ to ‘Yes.’ Without it, you’re asking them to take a leap of faith—and in leadership, decisions aren’t leaps; they’re calculated moves.
✅️ 3. Influence Without Overreach
Don’t make the decision for them. Create the conditions for them to choose your idea confidently—by reducing uncertainty and increasing ownership.
When stakeholders feel the idea is theirs—not yours—they’re more likely to say ‘Yes.’ Invite them into the process early, ask for input, and adapt based on their feedback. Pair this with evidence in their language so they see the benefits through their own lens.
Your role is to remove friction: clarify the value, show alignment with their priorities, and make the next step easy. Influence isn’t about pushing—it’s about positioning your idea so well that saying ‘Yes’ feels like the natural choice.
So, if you receive a ‘No’ this year—one that should be a ‘Yes’ because of its clear value and the impact it can create—remember this: a ‘No’ is often a signal, not a verdict. It’s telling you to:
✔ Reframe the language.
✔ Strengthen the evidence—and align it to what matters most to them.
✔ Build trust and let them own the decision.
When you do that, the ‘Yes’ becomes far more likely—and often within reach.
Reflective Question: Which stakeholder languages do you need to learn this year to turn more Nos into Yeses?