As someone who’s always on the lookout for change and experiments, I’ve often found myself in the grip of an idea so compelling that I can’t shake it off. The longer I sit with it, the more certain it becomes that someone needs to work on it. You may be able to relate – the rush of inspiration, the unwavering conviction, passionately pitching to anyone who will listen, and even to those who won’t. But recently, I’ve been forced to confront a hard truth: not every idea, no matter how brilliant and important it may seem, deserves immediate action.
Two recent experiences have led me to this realization, challenging my long-held belief in the relentless pursuit of executing unshakable ideas. The first involves a leader, known for his inquisitive thinking and ability to spark change. However, he recognized that his constant stream of new ideas was creating chaos within the organization. Every process review led to a barrage of questions and suggestions, sending teams into a spiral of activity that often resulted in more confusion than progress.
His solution was deceptively simple yet profoundly effective. He distilled his priorities into a list of five key objectives, committing them to paper in a notebook he always kept close. Before proposing any changes or improvements, he would consult this list. If the new idea didn’t align with these core priorities, he would—against his natural instincts—let it go. This disciplined approach allowed the organization to focus on what truly mattered, reducing the churn that had been causing chaos.
The second experience was more personal. During a conversation with my manager about an idea I was particularly excited about, he posed a question that initially infuriated me: “What are you not going to do because you are working on this idea?” He followed up with an even more challenging query: “Is this truly the most important thing to be working on right now, or are there more pressing issues that deserve your attention?”
Seeing my visible frustration, my manager walked to a whiteboard and drew three simple circles that demonstrated how the idea I was passionate about at this moment may not be urgent and would likely consume a significant portion of my bandwidth. This visual representation became a powerful tool for understanding the concept of prioritization and the inevitable trade-offs I must make in my professional and private life.
After much reflection, here’s the realization: sometimes, the most valuable action I can take is to shelve my passion projects, even if only temporarily. This doesn’t mean abandoning the idea entirely, but rather recognizing that timing and context are crucial factors in determining when and how to pursue them.
The truth is, in any organization or personal endeavor, resources are finite. I have limited time, energy, and attention to devote to my various pursuits. When I try to make everything a priority, I risk accomplishing nothing of significance. It’s the paradox of importance—when everything is important, nothing truly is. With a full-time job, two podcasts, a blog, serving on the board for an NGO, participating in a lean-in circle and more than a few other personal goals, I often wonder if I am giving my best to any of these or just spreading my energy to keep them afloat.
Moreover, the constant churn of new ideas and initiatives can be exhausting for teams and collaborators. It can lead to a sense of instability and a lack of focus that ultimately hinders progress on any front. By learning to prioritize and sometimes set aside our pet projects, we create space for sustained effort on our most critical objectives.
This approach requires a level of self-awareness and discipline that doesn’t come naturally to many (myself included). I’m often driven by the excitement of the new, the thrill of potential breakthroughs and the difficulty of letting go of things I begin. But true leadership and effective innovation demand more than just generating ideas—they require the wisdom to know which ideas to pursue and when.
As I reflect, I’m reminded that innovation isn’t just about having great ideas; it’s about knowing how to nurture and implement them in a way that creates real value. Sometimes, that means letting an idea simmer on the back burner while we attend to more pressing matters. Other times, it means recognizing that an idea, no matter how personally compelling, may not align with our current goals or capabilities. In the end, it’s a delicate balance between passion and pragmatism, between the allure of the new and the demands of the present. By mastering this balance, we can ensure that our creative energies are channeled where they can have the greatest impact, turning our most promising ideas into tangible realities.
& thus the question currently keeping me up at night is: which ideas do I hold on to and which do I fold?
P.S: The post has been co-authored with GenAI. It also helped create the image and while not perfect, I am pretty impressed with how the image turned out.
The HR Business Partner Story 