All you need to say is simply ‘Yes’ or ‘No’; anything beyond this comes from the evil one — Matthew 5:37

The crowd was standing and booing loud and long. The worried Secret Service hustled the speaker’s wife out of the arena as the tension and decibel level increased. The senator got off the stage.

A few weeks ago, Ted Cruz attempted a victory lap in the Republican National Convention after losing the primary fight. Cruz had refused to endorse the decision of the organization. I was sitting with a former Ohio Congressman who said, “He just ended his political life…” Commentator Charles Krauthammer said Cruz’s speech, “Was the Longest Suicide Note in US Political History.”

There are times to debate. There are times to work. Cruz didn’t know the difference. Unfortunately, most in business don’t either.

But Cruz has, in the end, taken the right action.

No Yes-Men

Your subordinates are pushing back. This is what you want — you didn’t hire yes-persons who polish apples and kiss your backside. You need a real debate to get the best recommendation to help you make the best decision. A heated discussion is needed around the conference table; the refining fire of dispute to burn away dross and all that.

The best bosses demand vigorous deliberation to vet a course of action. No unthinking rubber-stampers are on your team, right?

But sometimes the push-back pushes the manager over the edge. When is too much debate simply too much? And does the staffer understand when to stop debate and start executing?

The manager and staffers should know as a matter of policy when the debate turns from a dialogue of equals to the hierarchy of superior and subordinate.

The deliberation is over when the manager has made the decision. Or when a nominee is picked and the work pivots from Primary Debate to General Election. The political decision was made, but some who lost the debate want the argument to continue as Ted Cruz demonstrated at the GOP Convention in Cleveland.

Here, in business, the subordinate can help manage the manager. The alert staffer can clear the fog of decision-making by asking the manager a direct question, “Is the debate over and is there a ruling?” If the answer is yes and the decision has been made, then the arguing and arm-wrestling is over, and then the execution begins. A gavel pounded on a lectern is helpful.

Talented managers make decisions and are, well, decisive. There should be no doubt further down the org chart that the talking is done and action is to begin.

(In)Decision

However, if the staff does not know that the decision has (really!) been made, then confusion sets in. The push-back and the pleading will continue, followed by the whining.

We have an example of where even the Creator of the Universe was reconsidering a decision. Abraham, a good man, is arguing with God against destroying Sodom and Gomorrah. Then he said, “May the Lord not be angry, but let me speak just once more. What if only ten [righteous] can be found there?” He answered, “For the sake of ten, I will not destroy it.” (Genesis 18:32)

Those ten could not be found and the decision of God’s wrath was about to be carried out. So Abraham, you better get out.

Managers must make clear the bright line that divides debate from decision. When the boss has signaled that the line has been crossed and the decision has been made, then the debating and second-guessing is over.

After the debating is over and the decision made, the professional will support the manager even if he disagrees. The pro will get the job done as if the decision were his own.

This is where Ted Cruz missed his moment: He did not say ‘yes.’ Instead of supporting the verdict of the organization and its common goals, he did not immediately endorse the candidate of his party. We each have the option of saying ‘no’ to an organizational decision. But—

When the boss decides, then do the work. Or leave the organization.

Ted Cruz now understands that his party’s debate is over and that the decision has been made.

The planning and organizing are complete. Leading the execution is about to begin.