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The importance of saying no, and when to say yes
Most firm owners and founders say ‘yes’ too often when they’re just starting out. I know I did at flinder. But over time, you learn it’s an incredibly expensive habit - and one you need to break.
Alastair Barlow
July 11, 2026
If you study business or entrepreneurship, there’s a certain profile of person that’s presented as the ‘stereotypical entrepreneur’.
Influential? Sure. Innovative? Absolutely. Disagreeable? That’s a characteristic that, ironically, leaves people divided.
In his book, David and Goliath, Malcolm Gladwell argues that disagreeableness is a key attribute and physiological capability among successful entrepreneurs. This isn’t to say that people who are cruel, obnoxious, or unpleasant always do well in business. But according to Gladwell, entrepreneurs do have to be “willing to take social risks - to do things that others might disapprove of.”
Saying ‘No’ is a great example.
A ‘No’ can feel uncooperative, to both give out and receive. It’s ‘just’ a quick conversation here, ‘just’ a short lunch to pick your brains there. What’s the harm? And what’s the potential win? As business owners, we want doors to open for us, and you never know where your next big opportunity will come from. A cold InMail on LinkedIn could turn into a valuable business connection. It could also be a massive waste of time.
Learning to predict the difference comes with experience (and getting it wrong first). I said ‘Yes’ to almost everything in flinder’s early days. The balance came later.