22/07/2025
Why I Don’t Always Say Yes—Even to Great Ideas
Across all of our companies—, most specifically TolHouse, I get a lot of ideas from my team. “Can we do X instead of Y?”, or “It would be sweet if we [insert awesome thing here]!” And, that I get these inbound ideas reflects the kind of environment we aim to cultivate. We want people on our teams who are invested, who notice opportunities, and who care enough to speak up. Ideas are oxygen for creative companies.
But I’ve learned something over the years: we can’t say yes to every good idea.
Not because the ideas aren’t smart or well-intentioned. But because leadership means holding the whole in view—balancing daily realities with long-term vision, and understanding how each decision affects every other part of the system.
That’s why I don’t ask for agreement across our teams. But I do require alignment.
I’m ok with us not all thinking the same way, or approaching things the same way. But it is necessary that we are all committed to the same purpose. We’re a mission-driven organization, and having a separate vision other than our north star is disruptive, no matter how we might try to rationalize it.
I aim to be welcoming of ideas from the team – and hope they always feel heard. But, not every idea is going to be implemented. What the team may not see is that sometimes a great suggestion for one part of the business would create friction somewhere else. A team member who works in the coffeehouse may not realize how a change in operations might affect the kitchen. A requested change in the kitchen might be obvious to the cooks, but it could be disastrous to the bar. Sometimes its that the timing simply isn’t right.
But they are always heard, and my door is always open. The kind of buy-in that keeps them ideating only lasts when there’s trust. Trust that leadership is thinking beyond the moment. Trust that their input is still welcome, even if the they came up with idea doesn’t move forward. Trust that speaking up won’t backfire, and that what we’re building together is still worth showing up for.
I want my team to keep bringing the ideas. To keep raising their hands. And, I’m clear with them that what we’re building across our brands isn’t about everyone getting their way. It’s about building things that matter, and building this vision with people who are willing to move together, even when we don’t agree on every step.
That’s what makes our companies different.
