Hvorfor du ikke vil have "yes people" på dit IT-projektteam

I'm sure you'd agree that when it comes to business, it's hard to exaggerate the danger of team members agreeing blindly without critical evaluation. According to what I've heard from our clients, dealing with these "yes" people is a major reason for the failures of outsourcing projects. It’s one of the most significant issues in the IT outsourcing market today. Let's explore why it's absolutely crucial to have experts on board who can think critically, pose questions, and even give a firm "no" when necessary.

Getting to know the "yes" people

According to Merriam-Webster, a "yes" person is "one who endorses or supports without criticism every opinion or proposal of an associate or superior." They're the ones who nod to whatever you say, no matter how unrealistic or harmful it might be for the project. The real danger here is that these "yes" people execute blindly, never thinking strategically, or considering how to make things better.

It's not always about wanting to please you — it's a general mindset that combines not really caring with not wanting to take responsibility.

I must say that it's not that these folks are guaranteed to sink the whole ship, but their attitude will undoubtedly affect the process. You'll have to hold their hands through every step, providing explicit instructions. Is that what you want when outsourcing a project?

Having a team of “yes” people is a big no-no

Downside of the "yes" crew

I can agree that it might feel natural and very convenient to surround ourselves with people who always agree, and praise us. There is even more to it: if something goes wrong, it's easy to put the blame on them because they failed to voice their concerns once.

But believe me, having a team of "yes" people is a big no-no. Why? Because it puts your project at risk. The chances of things going sideways are quite high. Picture this from a client's perspective: you are being told unattainable deadlines, causing a misjudgment of your plan and subsequent budget allocation. The consequences include compromised quality, unforeseen resource drains, and other unwanted "surprises" of that nature. And "yes" people won't tell you what's actually up! They won't give you the critical information that could help improve things or even save the whole project from crashing.

Spotting "yes" folk

Here are some key indicators to help you identify yea-sayers in various situations:

• Vague responses: "Yes" people often give unclear or ambiguous answers, avoiding direct affirmation or denial.
• Hesitation: They might pause or hesitate before saying "yes" indicating uncertainty or reluctance.
• Overpromising: "Yes" people tend to agree to many things, sometimes making excessive commitments and struggling to keep all their promises.
• Lack of follow-through: They frequently fail to follow through on their "yes" answers, leaving tasks unfinished.

Here is a trick. Want to quickly recognize the "yes" people? Propose an idea which is obviously bad and see how they react.

Why bother with asking questions?

Questions, questions, questions — they're the gateway to figuring out who's thinking and who's just nodding. Posing questions forces all parties involved to think thoroughly about the project from every angle. It's like a mental warm-up before you dive into the actual work. It's a smart move to get things crystal clear — whether it's about specifications, deadlines, technology stack, task assignments, or expectations for reporting — before you even think about writing a single line of code. However, striking a balance between asking too many questions and asking the right ones is key to having a clear picture.

Funny thing, though — spending time on these questions actually shows respect for the client's time, not the other way around as it seems at first glance. After all, who wants any mix-ups when the project has already kicked-off?

Critical thinking, transparent and close communication, and diversity are key to success

Mindset considerations

Scandinavian workplaces are known for their flat hierarchies and a culture of open questioning, even when it comes to decisions made by superiors. It's not always about who's the big cheese — sometimes the best insights emerge from disagreements. Consequently, Danish companies often interpret a straightforward "yes" as actually meaning "yes".

However, as previously discussed, not everyone on the outsourcing team may be accustomed to this approach, leading to potential friction and frustration when different communication patterns collide. This does not imply that there are no "yes" people in Denmark. Beyond cultural factors, which include a strong societal hierarchy, this mindset can also arise from personal beliefs and attitudes towards life, or the fear that saying "no" may cause the client to lose face, or simply low involvement in the project.

Anyway, this is the way things are. You may not be able to change it, but you can train your employees to better align with your expectations. Comprehensive cultural training can be a valuable tool in helping your team feel confident and at ease saying "no" when necessary. However, it's important to note that achieving this will require a significant investment of resources to develop a specific approach. The question is whether it is really something you would prefer to spend your efforts and time on, is it?

Final thoughts

Usually teams of yea-sayers are built unintentionally through the style of management. For instance, if team members aren't allowed to disagree in a constructive and appropriate way, whether it's about work environment or project decisions, you end up with a group of "yes" folks. But if you go the other way, if you encourage open talks, healthy dialogues, and disagreements, that's when you build a solid base for understanding more, sparking innovation, and making well-rounded choices in a team that collaborates. So, constantly remind your crew that it's okay to question stuff. If they're confused or see a better way, they should feel free to speak up.

Summing it up, let's remember that critical thinking, transparent and close communication, and diversity are like the secret sauce of project success. When you're hunting for an outsourcing team, keep these qualities in mind. Find a bunch that's more than just code jockeys — they should be real partners able to maintain strong collaboration.

Now, the question is, "How can you trust people when you outsource?" This is a big complicated topic for a separate article, but what is important to say is that outsourcing is primarily about forming a strong collaboration with your tech partner. This is what we at WaveAccess have gathered from our 23-year experience, and this view aligns with the focus on effective teamwork and communication that's often highlighted in the IT sector today. We simply don't roll with "yes" people, as we're all about teamwork where everyone's voice counts, and collaboration is the name of the game. This approach consistently leads to the successful delivery of IT projects.