Independent School Moonshot Podcast The Yes Trap: How Overcommitment Can Undermine Strategy
This episode of the Independent School Moonshot Podcast is sponsored by RG175. Behind every successful school is a great leader—learn more about how RG175 can support your school's next search!
Saying yes can feel like leadership, but what if your most powerful move is saying no?
In this must-listen episode, Julie Faulstich, founder and principal of Stony Creek Strategy and author of the Talking Out of School newsletter, explores why independent school leaders often struggle to say no and how that reluctance impacts trust, sustainability, and organizational focus.
Julie shares practical strategies for fostering a culture of intentional decision-making where well-placed nos create space for smarter yeses.
Along the way, the conversation branches into budget modeling, governance dynamics, board relationships, AI's implications for pedagogy, and how to avoid slow-moving nos that quietly derail plans.
It's a rich, candid discussion filled with actionable insights for school leaders navigating today's complex landscape.
What You'll Learn from Julie Faulstich:
"No" Builds Credibility: Leaders who overextend themselves dilute their effectiveness. A thoughtful "no" can increase trust and clarify priorities.
Burnout Is a Strategic Risk: The culture of doing everything, often fueled by a desire to please, contributes directly to burnout and organizational fragility.
Avoid the "Slow-Moving No": Saying yes when the data or resources don't support it leads to inevitable failure. Honest assessment upfront avoids disappointment later.
Governance Matters: Heads must foster productive, generative conversations with boards, resisting pressure to rubber-stamp every request or fear of being transparent.
Empowerment Through Boundaries: Leaders who say no strategically make space for others to step up, grow their leadership muscles, and contribute more meaningfully.
Discussion Prompts
When was the last time we said yes to something we shouldn't have? What did it cost us?
Is it safe for team members to say no here? Why or why not?
How do we balance strategic hope with realistic capacity?
What are we currently doing that doesn't align with our highest priorities?
How can we empower more team members by stepping back?