As we reach the midpoint of the year, I’ve found myself in more annual planning conversations than usual—across organizations, teams, and even continents. Each one reminds me of a simple truth that’s easy to forget:
Before we can say “yes” to new growth, we often need to say “no” to something else.
That “something else” might be a legacy process, a once-helpful habit, or a list of responsibilities we quietly accumulated over time. It might even be something we still enjoy—but that no longer aligns with who we are becoming.
This isn’t just theory for me. It’s personal.
From Doing Everything… to Doing the Right Thing
When we launched Funds For Learning in 1997, we were hungry to help schools and libraries. If a project could support education, we were in.
We wrote technology plans.
We drafted RFPs.
We supported vendor selection and project management.
We even wrote grants outside of the E-rate program.
And here’s the truth: it was good work.
It made a difference. It helped people.
But over time, we realized something uncomfortable:
We were saying “yes” to so many good things… that we were limiting our ability to become great at the one thing we were uniquely positioned to do.
That thing was E-rate. And saying “yes” to E-rate in a deeper, more focused way meant we had to start saying “no” to other requests—even when they came from clients we cared deeply about.
We had to let go of work we could do, to build an organization around the work we were meant to do.
And it wasn’t easy.
What Makes “No” So Hard?
Saying no isn’t just about turning something down—it’s often about disappointing someone. It’s about walking away from comfort. It’s about embracing short-term awkwardness for long-term alignment.
But more than anything, it’s about trusting your purpose.
For us at Funds For Learning, that meant choosing to be the best E-rate guides in the country—deeply specialized, proactive, and dependable. It meant building E-rate Manager® as a platform. It meant developing deep knowledge and capacity… and letting other things go.
Focus Isn’t a Restriction—It’s a Multiplier
These days, I’m seeing this theme everywhere. During annual planning sessions with entrepreneurs and education leaders, I’ve watched teams come alive when they gain clarity on what not to pursue.
I’ve seen the genius in the room unlocked—not by adding more to the list, but by getting ruthlessly clear about what actually matters.
One of the most powerful gifts of annual planning is the permission it gives to clean house. To take inventory. To say:
- “That was valuable once… but it’s not core to us anymore.”
- “This used to work… but it’s not taking us where we need to go.”
- “We can’t do it all. But here’s what we can do—with excellence.”
Questions for Leaders to Ask
If you’re leading a team, a business, or even just yourself, here are a few reflection questions I’ve found helpful:
- What responsibilities or “side missions” have we taken on over time?
- Are we holding onto something just because we always have?
- If we cleared this off our plate, what might we be free to pursue more fully?
- Where do we uniquely create value—and are we investing in that with our best energy?
Final Thought: Say No to Say Yes
Saying no isn’t selfish.
It’s not negative.
And it’s not a rejection of your clients, your team, or your values.
It’s an act of clarity. It’s an investment in your mission.
It’s the discipline that makes growth possible.
Sometimes the bravest leadership move you can make… is the one where you stop doing something.
Here’s to focus, courage, and the clarity to say “no”—so we can say “yes” to the right future.
Have you had to let go of something in order to grow? I’d love to hear your experience.
What was hard about it—and what did it make possible?
#Leadership #Focus #AnnualPlanning #Entrepreneurship #EdTech #IntentionalLeadership #ServantLeadership
