In a recent article, we explored the concept of “isms”—the memorable sayings that highlight habits, patterns, and mindsets that hold companies back from becoming more efficient. These reminders are especially valuable for businesses operating on tight margins, such as janitorial and security contractors, where improving efficiency is often one of the few levers available to increase revenue and drive growth.
Today, we turn to another familiar challenge in organizational life: the “yeah, but” game. This game appears any time a business attempts to introduce change—whether implementing a new ERP system, updating a workflow, or even installing a new coffee maker. The scale of the change is irrelevant; the pattern is the same.
Understanding how this game works, and more importantly, how to stop playing it, is essential for leaders who want to implement meaningful change and keep their business moving forward.
How the “Yeah, But” Game Works
The “yeah, but” game begins the moment a new idea, change, or improvement is announced. Leaders share the benefits of the change and why it will help the organization. But almost immediately, a naysayer responds with: “Yeah, that might work, but…”
What follows is a predictable back-and-forth:
- Leader explains the benefit.
- Naysayer presents an exception.
- Leader explains how the change still works.
- Naysayer presents a second, more obscure exception.
If the change champion is savvy, the conversation ends here. They explain that exceptions will be addressed as they arise—but exceptions should not dictate strategy if the champion continues to respond to each “but,” the exchange spirals until both parties reach a standstill. No minds change. Resistance deepens. And the change initiative loses momentum—sometimes fatally. This dynamic can derail even the most important organizational projects, including system implementations that require broad adoption to be successful.
What “Yeah, But” Really Means
While the words sound cooperative, “Yeah, but…”, the meaning is not. The word but negates everything that came before it. In practice, the naysayer is communicating:
- No, I don’t want to do this.
- No, this won’t work for me.
- No, my exception is so unique that the entire initiative should be reconsidered.
Or, as another “ism” puts it, they are throwing the baby out with the bathwater—dismissing a positive, necessary change because of a small, individual concern.
How to Win the “Yeah, But” Game (By Not Playing It)
To successfully implement change, particularly when it disrupts deeply ingrained habits, leaders must approach resistance with strategy, not frustration. Here’s how.
- Embrace the 80/20 Rule: If the proposed solution meets 80% of business needs, you are well-positioned to move forward. The remaining 20% will require workarounds, but those are the exceptions, not the norm. Perfection is not the goal; improvement is.
- Identify Relevant and High-Frequency Exceptions: Let employees voice concerns, but distinguish between:
- High-frequency exceptions, which merit real consideration, and
- Low-frequency exceptions, which rarely occur and are not worth building new systems or processes around. Many companies waste enormous time and resources designing solutions for one-off events. The better strategy? Fix the root cause of the one-time issue so it never happens again.
- Acknowledge Concerns Without Letting Them Drive the Decision: Recognize that resistance often comes from discomfort, not from logical objections. Change disrupts routines—even inefficient ones. What people really fear is loss of control, uncertainty, or increased workload. Effective leaders validate concerns but stay anchored to the strategic purpose of the change.
Change the Game Entirely
The “yeah, but” game is unproductive, exhausting, and demoralizing—especially for teams working hard to modernize systems, improve workflows, and move the business forward.
While the game may occasionally surface useful insights, more often it distracts from progress and undermines morale. The solution? Stop playing. When invited into a “yeah, but” exchange, decline the invitation. Shift the conversation to a new game—one rooted in problem-solving and shared purpose. A game called: “Yeah, we can.”
By reframing the conversation, leaders can foster a more open, collaborative, and solution-oriented culture—one far more capable of embracing change and driving long-term success.