“We need you to have a can-do attitude.”
I still remember hearing those words and how difficult they were to take in. At the time, it was some of the hardest feedback I had ever received.
As the leader of our delivery team, I genuinely believed I did have a can-do attitude. My team delivered on every promise we made to our clients. We were executing at a high level, growing quickly, and producing some of the strongest results the company had ever seen. Excellence was our reputation, and I was proud to lead the team who made it happen.
So when I was told I needed to show up with more of a “can-do attitude,” I was confused. From my perspective, the results spoke for themselves.
What I couldn’t see at the time was how my leadership instincts were shaping my response to an opportunity. My focus was on protecting the team. We were running fast, with a small but mighty group, and burnout―or worse, turnover―felt like a real threat. I spent a lot of energy managing capacity, workload, and risk. That intention came from care and responsibility―but it also meant that when new ideas or initiatives surfaced, my first reaction was caution.
Even when I didn’t explicitly say no, I wasn’t leaning in. In hindsight, I was signaling a “can’t-do” mindset―one rooted, not in resistance, but in protection.
The feedback wasn’t about my effort or performance. It was about how I showed up in moments of possibility for the business. I began to understand that I was unintentionally limiting growth for both the team and the company. Protecting capacity had become a way of playing defense, when leadership at the next level required playing offense.
I was fortunate to be surrounded by strong leaders and thoughtful colleagues. One specific conversation helped reframe everything for me. A colleague encouraged me to start with a simple shift: “Yes, and…”
This approach, often referred to as dialectical thinking, recognizes that two opposing things can be true at the same time. For example, if my COO came to me with a new client need that required building a new product offering, my instinct was to focus on risk. Instead, I learned to start with yes, and then expand the conversation.
“Yes, this can help us grow, and here is what we need to consider to ensure the team is well supported.”
“Yes, this is an exciting opportunity, and we need to be thoughtful about timing and capacity to deliver it well.”
Starting with yes didn’t mean ignoring reality. It meant choosing curiosity before hesitation. It meant my leaders heard ownership before constraint.
Over time, the feedback I received began to change. I was no longer only seen as someone who could deliver, I was seen as someone invested in the future of the business―someone thinking beyond execution and into growth.
That feedback, while uncomfortable at the time, turned out to be exactly what I needed. I learned that protecting a team at the expense of opportunity does not build leaders―it limits them.
However, leading with yes creates growth, ownership, and momentum for everyone involved.
Feedback is rarely easy to receive, but without it, we don’t move forward. I am grateful for the leaders who had the courage to share this perspective with me, and for the opportunity it gave me to step into the next chapter of my career―one that became brighter because of two small words: Yes, and…
If you are at a stage in your career where protecting your team is your natural instinct, I hope this encourages you to pause and reflect. And if you are leading someone who operates this way, I hope it gives you the courage to have the hard, but necessary, conversation. Growth, after all, often stands in the balance.
About the Author
Kate Bryja: Vice President, Marketing and Sales Operations, Signature Leaders
Kate is a dynamic leader passionate about fostering meaningful connections and empowering others. She thrives on building smart, efficient processes and cultivating an environment where people feel supported, inspired, and equipped to succeed. Through her work at Signature Leaders, Kate drives strategic initiatives that elevate the brand, strengthen partnerships, and advance leadership development.
As Vice President of Marketing and Sales Operations, Kate fuels business growth by leading brand development, optimizing processes, and equipping the sales team for success. She played a pivotal role in launching the Signature Alumni Network, now a global community of 4,000+ leaders, and has led teams through streamlining operations, enhancing the Signature experience, and cultivating key partnerships. As a member of Signature’s Executive Leadership Team, she helps drive community engagement and ensures an exceptional experience for participants, alumni, and buyers.
She holds a Bachelor’s Degree in Marketing from Georgia College & State University and remains actively involved as a Young Alumni Council member. Committed to investing in others, Kate volunteers with UpStreet (Kindergarten Kids) at church and serves on the Advisory Board for the Zeta Iota Chapter of Alpha Delta Pi.
Kate lives in Atlanta, GA, with her husband, Jim, and their dog, Bonnie.
