A friend called recently. He’s been running his own business successfully for over a decade. Things are going well, really well. That’s why he reached out.
He wanted to talk through some ideas. Usually when I get these calls, it’s because a business owner is thinking about making a major change. Maybe selling, maybe acquiring another business, maybe just trying to get unstuck from a rut. But this wasn’t that kind of conversation.
He explained that his team is doing great work. His own role had evolved into mostly business development and handling occasional fire drills. Lately, there haven’t been many fires. The business is running so smoothly that, for the first time in years, he has time on his hands. Unexpected free time.
That’s usually a good thing, right?
He thought so too at first. He ramped up his business development efforts (always wise to add growth fuel to a business), and then he did something else. He stepped back and watched. Observed. Assessed.
For the first time in a while, he was able to look at the processes and tools his company uses with a fresh set of eyes. The eyes of an outsider.
That’s when he saw the gaps.
Not because things were falling apart. But because, with a little perspective, he realized how much better things could be. He saw inefficiencies, opportunities for automation, outdated systems, and new tools that could transform how they operate.
His brain lit up. Ideas started flowing. He made lists. And more lists. He started thinking through what needed to change, planning what to build, what to retire, and how to bring the team into the improvement process.
That’s when he called me. Not for help solving the problems, but because he suddenly had too many ideas and plans.
He’d become overwhelmed by the possibilities.
So, I asked him: What would it take to give yourself permission to conclude the brainstorming, the planning…and begin?
He paused.
As the boss, no one else was going to tell him to stop generating ideas and to start work on executing them. There’s no urgent deadline forcing a decision. No one asking for a status update. The machine is humming along, profitably. But he can see how much more potential is just sitting there waiting to be tapped.
We didn’t talk about his ideas or operations at all. We talked about how to decide. How to identify the vital few initiatives that would make the biggest difference. How to involve his team. How to get moving.
We talked about starting, and how starting builds momentum.
Our brains love ideation. There are no limits, no constraints. It’s energizing to imagine improvements, design new systems, and sketch out possibilities. We feel smart. We feel alive.
But our minds? They get restless. We lie awake at night, spinning. We second-guess ourselves. We get caught in the loop of “what if” and “maybe later.”
That’s where permission to conclude enters the picture.
It’s the quiet decision that says: “I’ve thought enough. I’ve explored enough. I may not have a perfect plan, but I have enough to begin.”
It’s the green light we must give ourselves. To start, to build, to test, to course-correct.
It’s a commitment. Not to perfection, but to movement.
To gain clarity through execution. To action that reveals what thinking alone cannot.
If you find yourself spinning with ideas, take a deep breath.
Give yourself permission to conclude.
And start.
Photo by Isaac Mugwe on Unsplash – the rider has no idea what lies ahead…only guesses, maybe some visualization of what could be lurking around that dark corner. The only way to find out is to start and figure it out along the way.
h/t – I learned about the concept of the “vital few” over 20 years ago from MAP Consulting. A simple yet powerful realization that we can only work on a few things at any one time. Choose the vital few, work on them, then move to the next set of vital few items after that.
Grandpa Bob Encouraging Leadership 
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