Make The Yes Obvious

In business, in negotiations, and in any situation where you’re trying to get someone to move or do something for you (whether it’s something they wouldn’t normally do or something they already want to do but just need a push), there’s one principle that should guide everything:

You have to make it as easy as possible for them to say yes.

This applies everywhere, but for this week, we’ll keep it strictly business.

On a practical level, people don’t just evaluate price, quality, or potential. They also (often subconsciously) evaluate how easy it is to move forward with what you’re offering.

If it feels unclear, complicated, time-consuming, or risky, hesitation kicks in. Hesitation usually leads to inaction.  No one wins in that scenario.

If I had to boil it down into one sentence:

“The easier you make it for someone to say yes, the more often they will.”

Not every time, but far more often than if there’s friction in the process.

Based on that, there are four key principles to keep in mind:

The more people understand something, the more likely they are to act on it.  If they don’t understand what it is, who it’s for, or how it benefits them, they won’t move.

The fix is simple.  Lean into:

Confusion doesn’t convert, it delays or deters.

If you want to lose people, add more steps.  Every extra click, decision, form, or explanation creates friction. Friction kills momentum.

The goal here is:

Every step is a chance to lose someone.

A simple example: signing up for the OG Millennial Newsletter. It’s straightforward.  Simply enter your email, hit submit, done. Sometimes there’s one extra click depending on where you’re coming from, but that’s it. Every page makes it easy to take action.

That’s by design.

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The perceived risk of a decision is often stronger than the potential upside.  Uncertainty, lack of control, or unclear outcomes lead to hesitation.

To counter that:

The goal is to reduce uncertainty and build trust.  People don’t avoid saying yes, they avoid feeling exposed.  It’s your job to alleviate the perception of that risk.

Speed kills… the lack of it that is.

The longer it takes for someone to understand, start, or experience value, the more likely they are to move on.

So optimize for:

Even small wins signal progress. Progress builds confidence. Confidence changes the perception of that risk we talked about earlier.

This isn’t about lowering standards, oversimplifying, or dumbing things down.  Value still has to be real. Expectations still have to be met.

If anything, this is about respecting people.  It’s about respecting their time, their attention, and their decision-making bandwidth.

Make it easy for them to move forward without compromising the value you deliver.

That’s the balance.