A while ago, a colleague pitched an idea to me. And the idea had legs — real potential. But the energy behind it pushed it forward too quickly, without the deeper thinking that any good idea deserves. That rush jarred a few people who didn’t see its relevance.
I actually did see its relevance. I saw the strategic opportunity beneath the surface. I knew it needed development, refinement, framing — the kind of work that turns a tactic into long-term growth. But instead of stepping in immediately, I let their peers give the feedback they naturally give.
You know how it goes: people are great at articulating what they don’t like, but they often struggle to name what they actually want or where the value might be. They didn’t see what I saw, but I let the process unfold.
This colleague received a lot of critical feedback — the kind that, depending on your personality, can cost you a few nights of sleep. But they handled it beautifully. They accepted it, challenged their own thinking, interrogated their assumptions, and then came back to me at the right level, at the right time. That allowed me to provide the additional framing that made the session more valuable for the business.
Because here’s the truth: the work of leadership is the work of investing in value-added activities. And the most value-added activity — though we often avoid it — is investing time in our own growth and our own thinking.
Some leaders resist that. They don’t yet understand that the greatest gift you can give any business is to pour into its people, to equip them with fresh tools, to sharpen how they think. It may feel tactical. It may feel beneath your title. But it is essential.
This was a two-hour session — simple on the surface, but deeply meaningful. A step in the right direction. And I’m grateful that this colleague took the feedback, enhanced the session, and ultimately made it a good use of my time. That’s a high bar.