To play devil's advocate: The primary function of a manager is to say "No". As one goes higher and higher up the hierarchy, one has to say "No" to pushier and pushier subordinates, and the cost of every misplaced "Yes" is higher and higher. While leaders just under the CEO may understand the firm situation just fine, they may also be unable to say "No" to enough bad ideas for a myriad reasons, including lack of political clout with other leaders, with investors or with peer CEOs.
Lots of people come to my team asking for work on X. If I said yes to everything my team would collapse from being spread too thinly. Being able to say that X is lower priority than what I am currently working on and leave the door open for re-evaluating priorities if needed is a key part of my job.
My team also frequently comes to me with ideas for interesting work that also isn't contributing to our vision. If we just did everything that came to mind we'd also fall apart.
My experience after 35 years is nothing scares me more than when a team of out of control developers are adding more and more features to the spec. Most baffling is it's obvious they think they are accomplishing something and you're a meanie for trying to rein them in. It always ends the same way. A lot of things can go wrong in a project. But that's that one 100% guaranteed to sink it.
In a good profession relationship 95% of the time proposals/issues are discussed until some agreement is reached or a decision to punt is made. The basis of that is a mature understanding that resources are limited.
Agreed. Being a decision maker means saying "yes" and "no", with the awareness that saying "yes" to some things, means saying "no" to others.
In my experience, those who say "the primacy function of manager is to say no" have either failed at management, or are working in organizations so conservative that they are immobile.
I think it varies with the group being managed. I've managed groups where many other groups hoped to benefit from our time, resources, and work products. In such groups a manager really does need to say "no" dozens of times for every "yes".
I think the primary function of a manager is to close the loop. Taking information from in and outside the group and turning that into a set of clear manageable requirements.
The job description is prioritization which is essentially saying "yes" or "no" to certain tasks. Especially in tech companies, the front line reports can always find something to do. Software developers want to automate everything or build cool things or use the latest tech. Managers are there to guide that, and that means saying "focus on A, B and C" because there's a gigantic list of tasks but saying no to 99% of that list makes the company perform better.
Not to say “no” but to understand the company’s direction and only say “yes” to things that align. Important in this mix is communicating direction to the team and explaining the yes & no decisions.
