You've got a very high bar

First, zoom out before you zoom in.

Run the numbers. What would the workload look like spread across the rest of the team? Is it sustainable, or will it burn people out?

Check performance. If this person is a high performer, the reduced hours might still deliver more value than a full-time lower performer.

Think long-term. Could this flexibility keep a great person in your organisation for the next five years? Or will it just create gaps that constantly need patching?

Get clear on your motives. Do you want to say yes because it's the right decision for the team and the business, or because you don't want to feel like the villain?

Sometimes the kindest answer is "no"- but a no that comes with empathy and a clear explanation is much easier for people to accept. The worst case scenario is saying yes and then regretting it or pulling back later.

Disagreement isn't dangerous- it's data. The trick is managing it well.

1. Take it private first. If there's mutual respect, have a one-on-one conversation where you can both be candid without an audience.

2. Listen seriously. If you only defend your position, you'll miss insights. Ask: What do you see that I don't? What risks are you worried about?

3. Be transparent about disagreement. When you bring it to the team, don't pretend you were aligned if you weren't. You can say: "We see this differently, and that's okay. Here's the decision we've made and why."

Remember: the business doesn't pay you to agree. It pays you to make decisions, even when they're unpopular. Good leadership isn't about being liked; it's about being trusted.