The Importance of Saying No

Barry Salzberg, Global CEO of Deloitte Touche Tohmatsu Limited

 

 

Barry Salzberg cites examples from his career where saying "no" was the best way to do what was right. 

Teaching Notes

Use the following prompts to facilitate a guided discussion on this installment of Walking the Talk: Insights on Putting Ethics into Practice.

What are the “right circumstances” under which it is important to say no?

Provide an example from your own experience of a time in which not doing something was more important than doing something.

Why is “saying no” difficult in many circumstances?  What barriers, or “reasons and rationalizations,” both personal and organizational, contribute to the challenge of doing the right thing?

What does Salzberg mean by “being thoughtful” about saying no?  What is the role of analysis and reasoning?

How can thinking about what is at stake in difficult decision making help us to develop the courage to “say no.”

Related Content

Improving Ethics Training

Improving Ethics Training

Companies spend billions of dollars on ethics training programs each year. But are they effective? Joan Dubinsky, former Chief Ethics Officer at the United Nations, offers insights on what causes an ethics training program to fail, and she suggests ways you can redesign your organization's program to create ethical leaders.

What is Integrity?

What is Integrity?

Integrity is the most-mentioned corporate value. But what is integrity, and how do we build it? Research suggests that when it comes to developing a reputation for integrity, small wins may actually matter more than grand commitments.