Issue #17 - Winning Ideas vs. Winning Behaviors

On more than one occasion, I used to go to one of my mentors with a ‘really great idea,’ and to his credit—he’d pause to give me advice on how the idea could be additive to the business. Maybe on the third or fourth time, the ‘pause’ was different. It could have been the slow removal of his glasses or maybe I just caught him at the wrong time, but his response got my attention: “You know, Jermon, ideas are like a________s, everybody has one. You’ve got to pick one of these things and try to turn it into something—otherwise, you’re wasting time and not generating benefit for anyone.” Cue: chest sinking in and heart hitting the stomach. “Got it, Boss.”

Among the many lessons I’ve learned over the course of my career, this one resonates at the top on most days. I wouldn’t put myself in the ‘Idea Fairy’ category, but I have definitely learned that while innovative thoughts and refreshing ideas matter, it’s the discipline of picking the right one or two that you believe in and driving them to fruition. The reality is that organizations recognize the brilliance in results more than the brilliance in ideas. How many times have you heard some version of this: “You know, that was my idea. ______ took my idea and ran with it.” It’s never my place to question the person on that statement, but I’m always thoughtful about whether they made the effort to deliver something or if the consternation is more about someone else deciding to do the work instead of them.

Like my mentor, I (and many of you) am in a position to influence better behaviors that translate into results. In my view, we have a responsibility to encourage the robust thoughtfulness that comes with trying to differentiate how we think about providing customer value. Ideas remain crucial, as they are the fuel for differentiation. The good ones take effort and imagination that, frankly, you just can’t teach. However, if we stop there, at best, we have a ‘you won’t believe it’ story at a cocktail party—and guess what, they probably won’t.

Paraphrasing Peter Drucker’s emphasis that unless they degenerate into hard work, ideas and plans are meaningless. As I stated earlier, leaders have the power to affect this. Beyond encouraging our teammates to share innovations, we need to create spaces where these ideas are debated, matured, and adjudicated—creating a process that celebrates ideas but rewards results, emphasizing the necessity of turning intentions into actionable outcomes.

Realizing our potential comes down to a commitment to action. It’s easy to be captivated by new concepts, but our true challenge—and reward—comes from the disciplined effort to turn those concepts into reality. In our leadership roles, we need to inspire creative thinking but also build an environment where those ideas are rigorously tested, refined, and ultimately implemented. Building a culture of continuous improvement isn’t simply about evolving our ideas; it’s about fostering a culture that prioritizes action and accountability, ensuring that each idea has the opportunity to become more than just a fleeting thought but a driving force for real, lasting impact.

As you reflect on your own leadership practices, ask yourself: Are you creating the conditions where ideas can truly flourish through action? Are you equipping your team not just to think creatively but to execute effectively? Our journey continues. How can we better align our efforts with the principle that while ideas may ignite the spark, the disciplined pursuit of results is the ultimate reward? I’d love to hear your thoughts.