The surprising reason ideas don't get traction

Reader,

Ever been here?

You really want to succeed in your job—and you know what it takes. You notice your organization is neglecting something that really matters.

You prepare to present your thoughts, hoping it will make a difference.

But it doesn’t.

Instead, your boss replies: "Thanks… but we need to be focused on something else right now."

Why advocating rarely works.

Let's imagine you're advocating for the customer. The organization should care about the customer, right?

This should be a successful conversation—sharing a simple change that makes customers happier. A win-win.

Why doesn't it work?

To advocate means to argue for, support, or defend a cause.

And when you argue for a cause you think is right, others often experience you as an immovable—like you're putting your feet in concrete: firm, unwavering, stuck.

Your boss may even experience you as:

• Myopic — only seeing one narrow priority.
• Rigid — unwilling to adjust or adapt.
• Un-strategic — unable to consider the big picture.

But leadership isn’t about standing firm—it’s about helping the team move forward together.

What are you missing?

Great leaders of teams aren’t advocates.

They’re facilitators. And they know how to create movement, not just hold ground.

The leader sees:

• Where the team and organization are right now.
• Where you’re trying to go.
• What it will take to get there.
• How to manage diverse—and often conflicting—priorities.

And asks not: "How can I create movement in the things I care about?"

But instead: "How can I help my team move from where we are to where we need to be, together?"

This isn't about position or power. It's about posture.

The superpower of facilitation.

You’re far more likely to create change in your organization—not by advocating for it, but by facilitating it.

And you don't need authority or position to be a great facilitator.

Take a simple team meeting. Everyone’s gathered to align and focus for the week.

A facilitator cares about more than one priority. They think about:

• Purpose—Why have we gathered?
• Desired outcome—What do we want to achieve in the time we have?
• Priorities—What conversations will help us get there?
• My role—How I contribute in a way that helps us move forward together?

Back to our scenario.

You notice something’s being neglected that really matters to the customer.

So, you consider:

• Purpose—How do customer needs fit into the bigger picture?
• Desired outcome—What else does this meeting need to achieve?
• Priorities—What conversations can help us prioritize these needs?
• My role—How can I ask questions and offer perspectives that help us move forward?

This is important: As a facilitator, you're not sharing every idea or thought you have. You're sharing only those things that help create alignment and forward movement.

The difference-maker.

As leaders, we don’t have the luxury of only caring about one thing. We must weigh and balance many priorities at once.

To create lasting change:

• Instead of advocating for one perspective, stay focused on the bigger purpose (for the meeting, project, or strategy).
• Instead of pushing for change now, plant seeds that will grow over time.
• Instead of pursuing everything you care about, recognize the power of timing.
• Instead of pressing for urgency, value steady progress on what matters most.

Shift from advocate to facilitator.

Remember: your posture shapes your impact.

• Be purposeful—focused in on where the team is trying to go.
• Be open—flexible, patient, steady.
• Be strategic—knowing how priorities connect and when to act.
• Be humble—willing to listen, adapt, and shift.

Advocating can feel like standing your ground—but often it’s just getting stuck.

Great leaders don’t dig in. They create movement.

Whatever your role, adopt the role and posture of facilitator—and create change in a whole new way.

Enjoy!

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Sara

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