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

Four Ways to Use Your Power Ethically

Four Ways to Use Your Power Ethically

Does power corrupt? Not always. In fact, recent research suggests that we can change the way power affects us in order to help others and ourselves.

Leading through the Trust Crisis: Begin with Generosity

Leading through the Trust Crisis: Begin with Generosity

Around the globe levels of trust are down. Fortunately, ethical leaders can take specific actions that signal we are trustworthy. In part one of our series on leading through the trust crisis, we explore generosity, a powerful but often overlooked strategy for building trust with strangers.