Your best ideas are dying in your head. Stop killing them before they see daylight.
In a recent conversation with an IT leader at Avery Dennison, they shared something that stuck with me. We were discussing a new idea, and I said, “Just tell me what you need.” They paused and said, “I appreciate you saying that. So often, people tell themselves no before they even ask.”
That moment inspired this article and sparked a deeper reflection on one of the most pervasive barriers to innovation and progress in organizations today. As SVP and CIO at Avery Dennison, I’ve witnessed countless brilliant ideas stall not because they lack merit, but because someone assumes they can’t get the time, budget or support to pursue them. They self-censor, convinced they’ll be expected to deliver without any additional resources.
This phenomenon extends far beyond individual conversations. It’s a cultural issue that quietly undermines organizational potential. I’ve seen teams with transformative solutions never voice them because they’ve convinced themselves the answer will be no before they even ask.
The silent killer of innovation
Throughout my career, I’ve observed that great ideas often die in the minds of the people who conceived them. I’ve watched talented professionals dismiss their insights before giving them a chance to be evaluated on their merits. Think about the last time you had what you considered a “crazy” idea. Maybe it was a process improvement that could save your team hours each week, a technology solution that could enhance customer experience or a strategic initiative that could open new markets.
If you’re like most people I work with, you probably ran it through an internal filter first, a mental calculation of feasibility, resources and likelihood of approval. More often than not, that filter convinced you to keep the idea to yourself. I’ve done this myself early in my career, and I’ve seen it happen countless times with my teams.
This self-imposed gatekeeping creates a tragic irony: the very ideas that could transform our organizations never make it past the person who conceived them. We’ve become our own worst enemies when it comes to innovation, creating invisible barriers that are often higher and more impenetrable than any real constraints we might face.
In my experience leading digital transformation initiatives, some of our most successful projects came from ideas that initially seemed impossible or too resource-intensive. The Boston Consulting Group research on innovation barriers confirms what I’ve observed: organizations that encourage idea-sharing at all levels significantly outperform those that rely solely on top-down innovation.
Why we tell ourselves no before anyone else can
I’ve spent considerable time analyzing why talented professionals consistently self-censor their best ideas. The tendency stems from several deeply ingrained psychological patterns that I’ve observed across different organizations and cultures.
Loss aversion plays a significant role. When we consider proposing an idea, we immediately imagine the potential embarrassment, rejection or perceived failure if it’s shot down. I’ve seen brilliant engineers and business analysts hold back game-changing concepts because they fear looking naive or out of touch with practical constraints.
Risk aversion compounds this problem. In many organizational cultures, there’s an unspoken understanding that it’s safer to maintain the status quo than to rock the boat with new proposals. Early in my career, I learned this lesson the hard way when I witnessed colleagues who suggested changes being perceived as dissatisfied or overly ambitious.
There’s also the phenomenon of learned helplessness. Over time, if people have had ideas dismissed or have witnessed others’ proposals rejected, they begin to internalize the belief that their input isn’t valued. I’ve worked with teams where previous leadership changes or budget cuts created an atmosphere where people assumed decision-makers were too busy, too set in their ways or too focused on other priorities to consider new suggestions seriously.
Perhaps most insidiously, we often engage in mind-reading. We assume we know what our leaders are thinking without actually asking them. I’ve caught myself doing this, convincing myself that my boss was too stressed to hear new ideas or that the timing wasn’t right for change. While sometimes based on observable patterns, these assumptions frequently miss the mark entirely.
Harvard Business Review’s research on psychological safety demonstrates that teams where members feel safe to voice ideas and concerns significantly outperform those where people self-censor due to fear of negative consequences.
The hidden costs of silence
When I reflect on my years in leadership, I can trace many missed opportunities back to ideas that were never shared. The most obvious cost is innovation that could have improved efficiency, increased revenue or enhanced competitive advantage. But I’ve learned that the hidden costs run much deeper.
Employee engagement suffers dramatically when people feel their ideas aren’t welcome or valued. I’ve managed teams where creative, strategic thinkers gradually became order-takers rather than problem-solvers because they believed their input wouldn’t be heard. This transformation is painful to watch and devastating to organizational capability.
We also lose valuable intelligence about problems and opportunities that only front-line employees can see. In my role, I regularly discover that the people closest to customers, processes and day-to-day operations have the clearest view of what’s working and what isn’t. When they stop sharing these insights, leadership loses touch with operational reality.
Furthermore, self-censorship creates a vicious cycle that I’ve seen play out repeatedly. When good ideas aren’t surfaced, leaders may assume everything is running smoothly or that their teams aren’t thinking strategically. This can lead to top-down problem-solving that’s less informed and less effective than solutions that might emerge from collaborative ideation.
Creating environments where ideas flourish
I’ve learned that every leader needs to communicate clearly and consistently: We want to hear your ideas and know how we can help make them real. If an idea aligns with our goals and creates value, we’ll figure out how to support it.
The challenge isn’t that leaders don’t want to hear ideas. It’s that we often fail to create environments where people feel safe and encouraged to share them. Creating such an environment requires intentional effort from leadership, and I’ve had to learn this through trial and error.
I start by explicitly inviting input and making it clear that idea-sharing is not just welcomed but expected. In my team meetings, I regularly communicate that I view my role as removing obstacles and providing resources to help good ideas flourish, not as a gatekeeper who protects the status quo.
This means establishing regular forums for idea-sharing, whether through innovation sessions, town halls or simply encouraging direct communication. When someone brings me an idea, I’ve trained myself to respond with curiosity rather than immediate judgment, asking questions like “How might this work?” and “What would you need to test this?” instead of “Why haven’t we done this before?” or “Do you know how much that would cost?”
I’ve also learned the importance of transparency about decision-making criteria. When people understand what factors influence an idea’s approval (strategic alignment, resource requirements, timing, impact potential), they can better prepare their proposals and understand outcomes, even when the answer is no.
The results have been remarkable. Teams that once seemed quiet and execution-focused have become hotbeds of innovation when given permission and encouragement to think creatively about solutions.
Moving forward, I challenge every reader to examine their relationship with idea-sharing. The next time you find yourself dismissing an idea before you’ve shared it, pause and ask yourself: What if I’m wrong about the barriers? What if there’s more support available than I think? What if this idea could make a real difference?
Stop telling yourself no. You might be surprised how often the answer is yes. And even when it’s not, you might be surprised by the conversation that follows and the opportunities it creates. The cost of not asking is often much higher than the cost of asking and being told no.
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