I have a mentor who habitually discusses the need to ‘get to yes’. It isn’t a new concept but with his tone and inflection, I can believe he coined it. During a recent deployment, my team created several out-of-the-box ideas that required someone other than my PAO to approve them. We became rather skilled at taking a general officer from a soft no to yes.
I don’t care who you are, there will be times when you’re hit with a hard no. You really need to drive into the city to meet with your Afghan communication partners but you’re told you can’t leave the base. Your team needs access to their own movement team so they can manage a crisis and maintain relationships with reliable partners but only general officers are granted those. No exception to policy this time. Just no.
We get to yes folks but we can take a hard no. You are public affairs operators working for the most advanced military in the world. Your team is great because you read MaxDis and empower them to be innovative. You know the needs of the mission and you have the right amount of combined experience and initiative to make it happen — because you invest in your team and stay in synch with the commander.
No, you’re not leaving the base” Cool, I’ll get my Afghan partners on Whatsapp and video chat. They’re technologically savvy and will probably enjoy this change of pace.
No, you don’t have the resources to claim a movement team. Great, I’ve been meaning to work more closely with the general officers who have movement teams. I’ll improve my relationship with them and work to secure a seat for my team anytime they’re moving.
No, your team will no longer be required for that four-day mission. This is perfect timing, We can collaborate on a few projects, conduct some whiteboard sessions to ensure we’re all on message and discuss career aspirations.
I discuss this topic with my peers and they are sometimes offended. Obviously, they know to remain flexible with time and be adaptive to situations and circumstances. And yet we tend to panic when missions are canceled, funding is cut or time is constrained. Being good is 100% and totally up to you.
This isn’t textbook – make it routine. If you hit a no, move on to a yes. Stop complaining about the people and resources you don’t have and use this time to focus on the amazing team you’re working really hard to make great.
