He took it on and the effect on his colleagues and the CEO at the next Board meeting was shocking. When asked to take on a new task he said ‘no’, and asked later to take on another, he said ‘no’ again. After the third repetition and a kind of explosion from the CEO, he explained the coaching he’d had. His repeated ‘no’s opened up a creative space for finding other ways of proceeding, and also resulted in more reasonable working hours for him.
Download Article 1K Club
