When a Great Idea Isn’t Enough

You’ve just had the best idea in the world.

So you call your team together and lay out your plan, knowing they’ll catch on to just how exciting this is and get just as fired up as you.

Except, they don’t.

They listen politely and smile, but avoid eye contact or any comment, hoping you won’t call on them. Worse, you see them exchanging that look—the one that says, um…why exactly is this supposed to be so great?

How can they be indifferent to your idea?

Why can’t they see just how much better this is going to make things?

Here’s the leadership reality check: your enthusiasm doesn’t automatically create their buy-in.

And when you’re already five steps ahead in your head, it’s easy to forget that not everyone made the leap with you.

And that doesn’t mean they’re wrong. It just means they’re not where you are—yet.

If you want people to truly come with you, you can’t just sell the idea. You have to translate the value from their perspective.

How does this idea help them be more effective at their work?

How does it reduce friction, improve outcomes or better serve your members or clients?

Next, resist the urge to come in with a fully baked plan.

Leave room for them to shape it. Let them ask the hard questions. Let them poke holes. You don’t have to let go of your vision—but people are far more likely to support what they help build.

Before you ever bring the idea to the full group, kick the tires with a few trusted peers. Pressure-test it. Listen for the questions and concerns you’re likely to hear. If those show up in the room and you’re hearing them for the first time, you’re already on your heels.

And don’t do it alone. Find other champions.

Who already sees the potential? Who do others naturally trust? Momentum spreads faster when it’s not carried by a single voice.

Most importantly, recognize what your “great idea” usually represents: change.

And change—even good change—almost always comes with skepticism. It often means short-term discomfort for long-term gain. New systems to learn. New habits to build. Extra effort before things feel easier.

Without engaging others, even the best idea quickly becomes fragile—dependent on a few drivers instead of anchored in the organization.

Acknowledge that reality out loud.

Name the time commitment. Call out the busiest seasons. Anticipate the friction instead of pretending it won’t exist.

Because enthusiasm can launch an idea—but engagement is what sustains it.

With a little more intention, the next time you have a great idea, it doesn’t have to be something you try to carry alone. It can be something your team chooses to carry with you.