What do my previous columns about trust, the lowest common denominator phenomenon and sacred cows have in common? All three are excuses that companies turn to in an attempt to reason their way out of what they see as risky innovation.

Maintaining the status quo is much more comfortable than change. Believing that given the opportunity, employees will do bad instead of good (lack of trust), believing that one bad outcome warrants rule-writing overkill (the lowest common denominator phenomenon) and believing that the best way to do something is the way you've always done it (sacred cows) are all surefire ways to keep your business from achieving its potential.

These are the "yeah, buts" we use to talk ourselves out of progress.

We all get bogged down by "yeah, but." Saying "yeah, but" gives us a way out. It gives us an excuse for not taking action and for not taking any risks. Putting off decision making and risk taking seems much safer than venturing out into the unknown. And yet stopping progress because of "yeah, but" is the most unsafe thing to do.

Many people find the concept of Results-Only Work Environment (ROWE) radical. The idea of allowing employees to work wherever they want, whenever they want, as long as the work gets done, seems to go against everything they've ever learned about how a business is supposed to be managed. For someone hearing about ROWE for the first time, it is almost impossible to listen without starting a mental list of "yeah, buts" in their heads.

What is the most common "yeah, but" reaction? Most people ask: "How will I know if people are getting their work done?" This concern is founded on the fact that most of us are trained to believe that if we see someone sitting at a desk, they are most likely working. Most non-ROWE business environments judge how much work is being done largely on how much time a person is in the office - showing up early and leaving late must mean that someone is a better employee.

These superficial judgments in fact mean nothing. Being physically present doesn't actually mean that you are doing anything of value. In a ROWE, managers know if employees are doing their jobs because they have a comprehensive list of date-driven measureable results that need to be accomplished. This is much better way of judging whether work is being done than simply looking at the clock.

Another common reaction is "yeah, but won't people take advantage of the freedom they are given?" Of course people could try to take advantage of a system that puts control of time in their hands, and someone inevitably will. However, those people who take advantage of the system most likely won't deliver any results, and therefore won't last very long as employees.

What's my favorite "yeah, but" about ROWE? Six months ago, while I was explaining ROWE to another non-profit CEO, before I could even finish she shot back at me with this comment: "Yeah, but I actually need my people to work." This is my favorite "yeah, but" because it shows such a lack of fundamental understanding of what makes employees want to perform well for the company they work for.

Yes, you can rule with an iron fist - strict hours, no use of social media while at work, no extended lunch breaks - but you will most likely have an unhappy, unproductive workforce who does little beyond what is required for them to keep their jobs. Give employees control of their time and they will not only do the minimum work required, they will do more. Feeling that their organization trusts them and believes in their value encourages employees to invest more energy and creative thinking into the business.

You can find a "yeah, but" as a counterpoint to every progressive idea that's ever been dreamed up. Questioning innovation isn't a bad thing if it drives you to more thorough conviction that the risk you are about to take is going to be worth it. Just don't get sucked into the "yeah, but" black hole and stay there.

Jessica H. Lawrence is the CEO of Girl Scouts of San Gorgonio Council, a non-profit serving 15,000 girls and 5,000 adult volunteers in Riverside and San Bernardino counties. She can be reached at jlawrence@gssgc.org.