One of the most underrated leadership skills is knowing how to sequence ideas.
It’s easy to get excited about a full-scale implementation that checks every box - scalable, elegant, future-ready. But just because something is technically right doesn’t mean it’s right now. Readiness isn’t binary; it’s contextual. Teams may align with the vision but not yet have the capacity, confidence, headspace or budget to act on it at full scale.
That’s where strategy becomes more than scope. It’s about pacing. Sometimes a minimum viable product still lands with too much weight. What’s minimal for one audience can be overwhelming for another.
In these cases, a well-framed proof of concept can carry more strategic value than a polished build. It lowers the barrier to entry, reduces risk, and creates space to learn. Not as a fallback, but as a forward move—a way to build internal traction before expecting full commitment.
Effective leadership isn’t just about solving problems at scale. It’s about sensing when to press forward and when to ease in. It’s about progress that sticks, not just progress that moves.
Ambition is important. But timing is everything.
