Recently, I was watching one of my favorite actresses, Jennifer Garner, in a movie called Yes Day. The premise is simple: parents, exhausted from always saying, "No," to their kids, agree to 24 hours of saying, "Yes." Predictably, chaos ensues—ice cream for breakfast, broken rules and messy adventures. Yet, by the end of the day, something magical happens: the family rediscovers trust, joy and connection.

It struck me: maybe leaders need their own version of a 'Yes Day.'

The Cost of No

Too many leaders default to no.

• “No, we don’t have the budget.”
• “No, legal will never approve.”
• “No, that’s not how we do things here.”

When no is the automatic answer, organizations slowly suffocate. Bureaucracy expands, processes become bloated and innovation stalls. Research from Harvard Business School shows that companies with cultures of 'psychological safety' (where employees feel free to speak up) are more innovative, more adaptable and significantly outperform their peers.

When no rules the day, creativity hides. When yes takes the lead, possibility thrives.

The Rocket Fuel of Yes

Saying yes doesn’t mean approving every half-baked idea. It means leaders prioritize the right yeses—the ones that move the organization forward. Think of it this way:

• No is the seatbelt—it keeps you safe.
• Yes is the engine—it gets you somewhere worth going.

Both are necessary, but if all you ever do is tighten the seatbelt, you’re parked.

McKinsey research backs this up: companies that invest in risk-taking innovation strategies grow 2.4 times faster than their peers. Courage pays better than control.

Three Principles for Prioritizing Yes

1. Yes to Alignment
   Does the idea move us closer to our mission, values or purpose? If yes, lean in. Alignment is your north star.
2. Yes to Learning
   Will this teach us something, even if it fails? Does this individual need this lesson to get on board? Research shows organizations that treat failure as feedback innovate faster and adapt better.
3. Yes to Energy
   Does it build momentum, engagement or belonging? Sometimes a small yes—green-lighting a side project, backing a creative proposal—unlocks loyalty and fuels esprit de corps. 

Protecting the “Crazy Ones”

Every organization has its misfits, rebels and round pegs in square holes. They’re the ones pushing boundaries, asking annoying questions, and daring to do things differently. They’re also the people most likely to propel your team into the future.

Apple celebrated them in their famous Here’s to the Crazy Ones ad. Leaders have a responsibility not to tame them, but to protect them. Why? Because innovation is rarely convenient. It disrupts systems, creates extra work and ruffles feathers. Left unprotected, your risk-takers will either burn out or leave.

How leaders can shield innovators:

• Endorse publicly. Don’t just allow their idea—own it out loud: “This is Omar’s idea. Here’s why it matters.”
• Name the challenges. Call out the elephants in the room. “I know this will create more work for Lydia's team for the next few weeks, but let’s find solutions together.”
• Time-box experiments. Give projects six months. If they fail, you own it. If they succeed, give credit where it belongs, "Omar, thanks for bringing this great suggestion forward! Lydia, thanks for all you and your team did to get us set up for it."

In short: stop labeling innovators as troublemakers. Start seeing them as your 20% that pulls the 80% toward high performance.

Letting Go of Ego

Sometimes leaders say no, not because the idea is bad, but because they didn’t think of it first. That’s ego talking. Others fear failure will reflect poorly on them. That’s insecurity, not leadership.

Saying yes requires humility. It means trading control for trust, policy for possibility, and fear for faith. Yes isn’t weakness—it’s courage.

Final Word

In Yes Day, Garner’s character learns that leaning into the mess builds stronger connection. The same is true in leadership. When you prioritize yes—aligned, learning-rich, energizing yeses—you don’t just fuel innovation, you build culture.