A Cultural Shift with the “Yes, And” Technique..

During a leadership offsite last year, our regional CEO—a transformative leader I deeply respect for her ability to reshape organizations—introduced an idea that?initially seemed almost trivial: replace “but” with “and.” She explained that this one small shift could change how we communicate, fostering a culture of openness, collaboration, and possibility. Initially, it sounded too simple to yield meaningful results. Yet, as the offsite unfolded, I watched her gently and persistently correct each “but” she heard from our team, guiding us back to “and.” By the end, I was struck by how different the conversations felt—more constructive?and?more focused on solutions. That single-word swap had sparked a powerful cultural shift.

As leaders, we often talk about building collaborative, high-performing teams. Making that a reality is more complex, especially when limiting language like “but” creeps into our communication. The word “but” tends to halt ideas in their tracks, bringing an air of dismissal or doubt, often inadvertently. By contrast, “and” opens up possibility—it’s a simple change that allows people to build on each other’s ideas rather than negating them.

Consider common phrases like:

• “I’d love to take on this new project, but I have too much on my plate.”
• “Your idea is good, but it needs work.”

When “but” enters these statements, it brings with it limitations, a sense that something is fundamentally in the way. Replacing “but” with “and” creates an entirely different tone. Suddenly:

• “I’d love to take on this new project, and I’ll need to figure out how to manage my time effectively.”
• “Your idea is good, and I think we can strengthen it by exploring X or Y.”

The change is subtle but profound. Where “but” introduces obstacles, “and” encourages possibilities.

At the offsite, as the CEO redirected us to “and” each time we reverted to “but,” I saw the impact this had on the group’s dynamic. We weren’t just acknowledging each other’s perspectives; we were building on them. It created a sense of optimism and ownership—a shift from “Why this can’t work” to “How this could work.”

In our personal lives, we’re often just as guilty of using “but” to shut down our own goals and dreams:

• “I’d like to tell my family how I really feel, but they might not understand.”
• “I’d like to start a new career, but I’m too old.”

When we switch these to “and,” we open up new paths forward:

• “I’d like to tell my family how I really feel, and I’ll need to approach the conversation thoughtfully.”
• “I’d like to start a new career, and it will take planning and effort.”

Suddenly, we’re not just dreaming—we’re creating actionable steps.

The “yes, and” technique is not about pretending challenges don’t exist; it’s about acknowledging those challenges while also seeking solutions. This is especially transformative in work environments where openness to new ideas and resilience in the face of setbacks are vital. The effect of “yes, and” on teamwork is profound. Instead of pushing back or trying to prove a point, team members build on each other’s ideas, creating a collaborative solution rather than a stalemate. It allows every voice to be heard without shutting down the flow of creativity and critical thinking.

Imagine receiving feedback like, “You’re doing great work, and with continued effort, your influence here will only grow.” This phrase celebrates current success while also encouraging improvement, making the recipient feel empowered rather than defensive.

While this shift from “but” to “and” may sound simple, it’s an impactful strategy that can reshape conversations, interactions, and even entire team cultures. Using “and” instead of “but” is like building a bridge where there used to be a wall. When applied in daily interactions, it not only creates openness but also fosters a mindset geared toward action. In meetings, “yes, and” drives discussions toward comprehensive action plans rather than unproductive debates, increasing the likelihood of achieving successful outcomes.

Try the “yes, and” approach in your next team meeting or a conversation with a colleague or family member, and notice the difference in tone and results. This is not a quick fix for every challenge, but it’s a small, powerful step toward fostering a culture of possibility. By making room for potential and progression, you can watch your conversations—and your collaborations—transform.

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A special thanks to Tracey Poole , CEO of TP Canada, for her leadership and insight. ?

Siva Pothi is the Chief Information Officer and Global Technology as a Service Offering Leader for Teleperformance USA. He leads international teams within Teleperformance and focuses on developing and delivering innovative, value-added solutions and services to customers.