‘Yes and’...

By Shelly Cammish

Two little words.

This phrase is often associated with improvisation, but it is also one of the most useful communication tools you can use in the workplace. It helps you support ideas, build relationships, stay collaborative, and shift conversations without shutting people down.

The way you respond at work matters.

You can have the right idea and still lose the room because of how you deliver it.

That is why “yes, and” is so powerful.

It does not mean you agree with everything. It means you acknowledge what someone has offered before you add to it, redirect it, or build on it.

It keeps the conversation open. When people and conversations are open you can stop catering to egos and start addressing real problems, real change, and come up with real solutions.

In the workplace, open conversations create influence. This is in line with the practice of positive phycology in the workplace. If you listened to the Podcast on PQ…then you know the benefits of framing conversations at work, at home and in team dynamics with positive reference even if you disagree. This isn’t about agreement it’s about alignment…we are working through a challenge- not through another person.

What “Yes, And” Really Means

“Yes, and” is simple.

The “yes” says, “I heard you.”

The “and” says, “Let’s build from here.”

It is different from “yes, but.”

“Yes, but” may sound harmless, but it often cancels out everything that came before it. When someone hears “yes, but,” they usually prepare for disagreement. Their defenses go up. They stop feeling included in the idea and start feeling corrected. I don’t know about you but I don’t like the feeling of being corrected by another person…we want to feel heard by another person.

“Yes, and” does something different.

It validates the contribution before expanding the conversation.

For example, imagine a coworker says, “I think we should launch this program next month.”

A “yes, but” response might sound like, “Yes, but we do not have the resources.”

That may be true, but it immediately shuts the idea down.

A “yes, and” response sounds like, “Yes, and if we want to launch next month, we may need to prioritize the highest-impact pieces first so the team does not get overloaded.”

Do you hear the difference?

You did not blindly agree. You did not ignore the resource issue. But you kept the conversation constructive. You acknowledged the idea and then added the reality.

That is influence. That is maturity.

That is communication with strategy. Now that you got a flavor for what I am sharing with you, lets dive into three specific examples of how you can use this phrase successfully at work.

Example One: Supporting a Boss Without Losing Your Voice

The first place you can use “yes, and” is with your boss.

Let’s say your boss brings an idea to the team that you know has potential, but also has some gaps. Maybe the timeline is unrealistic. Maybe the team does not have enough resources. Maybe there is a risk they are not seeing.

A common reaction might be to say, “I don’t think that will work,” or “The problem is…” or “We tried that before.”

Even if you are right, that kind of response can make the conversation feel like a stop sign.

Instead, try using “yes, and.”

“Yes, I can see how that could help us move faster, and I think we should also look at the staffing impact before we commit to the timeline.”

“Yes, that would give us more visibility, and we may want to build in a customer communication plan so the rollout feels smoother.”

“Yes, I understand the goal, and I think there may be a way to get there with less risk if we phase it.”

This approach does three things at once.

It shows respect.

It adds your perspective.

It keeps the conversation moving.

You are not shrinking. You are not pretending everything is fine. You are not agreeing just to be agreeable. You are positioning yourself as someone who can support the goal and improve the execution.

That is valuable.

Leaders notice people who do not just point out problems, but help shape better solutions.

Example Two: Building on a Coworker’s Idea

The second place to use “yes, and” is with coworkers.

This is especially helpful in meetings, brainstorming sessions, project planning, or cross-functional work.

Let’s say a coworker shares an idea that is not fully developed. It is easy to dismiss it too quickly, especially if you immediately see the holes.

But early ideas are often fragile. If you shut them down too fast, people stop contributing. And when people stop contributing, the team loses creativity.

Instead of responding with what is wrong, try responding with what can be built.

“Yes, and we could test that with one customer segment before rolling it out broadly.”

“Yes, and if we combine that with the data from last quarter, we might have a stronger business case.”

“Yes, and maybe we could bring operations in early so we understand the capacity issue before launch.”

This does not mean every idea is good. It means you are helping the team think better.

You are adding structure.

You are adding reality.

You are adding momentum.

And you are creating an environment where people feel safer contributing ideas.

That matters because positive workplace cultures are not created by posters on the wall. They are created in small everyday moments where people either feel shut down or invited in.

“Yes, and” invites people in.

Example Three: Redirecting a Negative Conversation

The third place to use “yes, and” is when a conversation starts going negative.

This may be the most strategic use of all.

We have all been in meetings where the energy turns. Someone starts complaining. Someone gets defensive. Someone keeps focusing on what will not work. Suddenly the whole room is stuck in the problem.

“Yes, and” can help you shift the conversation without sounding dismissive.

Let’s say someone says, “This is never going to work. We do not have enough time.”

You might say, “Yes, the timeline is tight, and that means we need to identify the two or three priorities that matter most.”

Or someone says, “Leadership keeps changing direction.”

You could say, “Yes, there has been a lot of change, and that makes it even more important for us to clarify what we can control this week.”

Or someone says, “The team is overwhelmed.”

You could say, “Yes, the team is carrying a lot, and this may be the right time to decide what we pause, delegate, or simplify.”

Notice what is happening.

You are not denying the problem.

You are not pretending everything is positive.

You are not saying, “Just have a good attitude.”

You are acknowledging reality and then moving the conversation toward action.

That is what healthy positivity looks like.

It is not fake optimism.

It is constructive direction.

Three Benefits of Using “Yes, And” at Work

The first benefit is that it builds trust.

People trust people who listen. When you begin with “yes,” you are showing that you heard the idea before adding your own. You are not dismissing, interrupting, or competing. You are creating the feeling that the conversation is shared.

And trust is the foundation of influence.

The second benefit is that it increases collaboration.

When people feel like their ideas will be built on instead of immediately criticized, they are more likely to contribute. “Yes, and” helps create momentum. It turns conversations from “whose idea is better?” into “how do we make this better together?”

That is how teams solve bigger problems.

The third benefit is that it gives you more influence.

This may be the part women at work need to hear most.

“Yes, and” allows you to redirect a conversation without creating unnecessary resistance. It helps you move an idea in the direction you want it to go while still making other people feel included.

That is a power skill.

Because influence is not manipulation. Influence is the ability to help people move toward a better outcome.

And “yes, and” gives you a way to do that with emotional intelligence, confidence, and strategy.

When Not to Use “Yes, And”

Now, let’s be clear. “Yes, and” is not for every situation.

Do not use “yes, and” to soften a boundary that needs to be firm.

Do not use it to agree to something unethical.

Do not use it to make yourself responsible for fixing everyone else’s ideas.

Do not use it when the real answer is no.

Sometimes the strongest and cleanest answer is simply, “No, that does not work for me,” or “I am not able to take that on,” or “I do not agree with that direction.”

“Yes, and” is not people-pleasing.

It is not performing positivity.

It is not avoiding conflict.

It is a communication tool for building, redirecting, and collaborating.

The difference is intention.

If you are using “yes, and” because you are afraid to disagree, that is not strategy. That is self-abandonment.

But if you are using it to keep the conversation constructive while still adding your perspective, that is leadership.

Try This Today

This week, I want you to try using “yes, and” in three places.

Use it when your boss shares an idea and you want to add perspective without sounding dismissive.

Use it when a coworker offers an idea and you want to build momentum.

Use it when a conversation turns negative and you want to move the room toward action.

Start small.

You might say:

“Yes, and here is another way to look at it.”

“Yes, and we may want to consider the impact on the team.”

“Yes, and that could work if we clarify the next step.”

“Yes, and I think there is a way to make this more manageable.”

“Yes, and what I would add is…”

The more you practice it, the more natural it becomes.

And over time, you may notice that people respond differently to you. Meetings feel less combative. Ideas move faster. Your voice lands with more influence. You become known as someone who can both support and shape the conversation.

That is the sweet spot.

Not silent.

Not combative.

Strategic.