Good ideas are not enough

Last week I was in Denmark, working with three schools led by one passionate leadership team. Professionals who genuinely want to grow their schools in a way that truly serves their learners.

What we explored together was this: we have good ideas — but how do we make sure they become widely supported within our schools?

And just as important: how do we create the professional space in which colleagues not only implement ideas, but develop their own?

Because having good ideas is not the same as creating shared ownership.

The real challenge is not coming up with something better.
The real challenge is making it belong to everyone.

Most of us recognise what happens next. You visit another school. You see something inspiring. Or you try something yourself and it works beautifully. Naturally, you want others to adopt it as well. So you explain it carefully. You connect it to research. You outline the steps. You make it clear.

Colleagues listen. They nod. They say, “Yes, I understand.” And they truly do.

And yet, a few weeks later, old patterns quietly return.

Not because they disagreed.
Not because they lacked professionalism.
But because the conversation remained at the level of the What.

Simon Sinek’s Golden Circle reminds us that lasting commitment starts from the inside out. When we begin with the Why, then clarify the How, and only then shape the What, ownership grows. When we reverse that order and start with the What, we may get agreement, but rarely transformation.

Understanding is cognitive.
Ownership is personal.

During my work, I often see the same dynamic. Even conversations about purpose and school development can remain conceptual. We can articulate beautifully why change is needed. We can explain the direction. We can even co-create a plan.

People will nod.

But nodding is not experiencing.

That is why, in Denmark, we chose a different starting point. Instead of refining strategy documents or adding more clarity to implementation steps, we asked a different question:

What small experiences can we design that allow colleagues to feel that something truly works? Experiences that make them eager to adopt it themselves. Not because they were instructed to — but because they experienced the value. Because they saw it in action. Because leadership modelled it.

When that happens, copying is no longer compliance. It becomes a natural response.

Professional space is not created by granting permission.
It is created when people feel trusted, capable, and inspired enough to act.

And what works for colleagues works for all learners.

If we want intrinsic motivation, we must create environments where people experience meaning before we expect behavioural change.

Lasting change does not grow from explanation.

It grows from experience.

So perhaps the real question is not: how do we convince people to do things differently?

Perhaps the better question is: what can they experience that makes them want to?

Let’s try,
Rob