We've all met them — the "I’m an ideas person." They're quick to suggest new concepts, point out possibilities, and call out "what we should be doing." On the surface, this might seem valuable, even admirable. But dig a little deeper, and you'll see the issue: ideas without action are hollow.
I've wrestled with my feelings about "ideas people" for a while. Is it unfair to feel frustrated by them? Am I being too critical? After some reflection, I've realised that my frustration is about something other than the ideas themselves but accountability, integrity, and effort. Ideas are everywhere. Execution is rare.
This article is my take on why being an "ideas person" alone isn't enough, why it can sometimes come across as entitled, and how to find some value in these people without losing sight of what matters.
Ideas Are the Easy Part
Here's a truth that some people won't want to hear: it's easy to have ideas. Everyone has them. If you've ever scrolled social media, been in a meeting, or sat through a brainstorming session, you've seen how ideas flow freely.
What's hard — and what sets certain people apart — is taking an idea and doing the work to bring it to life. It's easy to sit back and play commentator, suggesting, "We should do this" or "Have you thought of that?" It's much harder to say, "I'll take this and make it happen."
The real value isn't in the idea itself; it's in what happens next. Does the person take responsibility for the outcome? Do they step up and own it or leave it for others to figure out? This is where I draw the line. I'm not against people who think creatively or spot opportunities. I'm against people who expect recognition simply for having a thought.
Why "Ideas People" Feel Entitled
One of the reasons I struggle with "ideas people" is that their behaviour often comes across as entitled. They want credit for thinking aloud as if spotting a possibility is the same as solving a problem.
The logic seems to be: "If I had the idea, I deserve recognition." But business works differently. Recognition and respect should be tied to action and impact, not musings and hypotheticals.
Even more frustrating is that many of these people act like they play a vital role. They believe they're being "innovative" or "visionary," but it's just noise without action. True innovation happens when ideas are paired with execution, accountability, and problem-solving.
If you suggest a new initiative, ask for a change, or push a fresh idea, you should be ready to lead it. Anything less is just disruption disguised as "value."
Why It Bothers Me (and Maybe You Too)
At first, I wondered if I was being too critical. Was I being harsh for judging "ideas people"? Should I be more patient?
But after reflecting, I realised something important: I'm satisfied with creativity and fresh thinking. I have plenty of ideas myself — and I act on them. I don't respect when people insert themselves into the process and expect praise for doing none of the work.
It's not just about effort. It's about ownership and integrity. I value people who stand behind their ideas, take charge, and follow through. I respect people who understand that talking about something is only 5% of the job — the remaining 95% is the grind, the problem-solving, and the execution.
If you're like me, you value results. You don't want to hear, "I had this great idea the other day." You want to hear, "Here's what I've done about it." The difference is subtle, but it changes everything.
How to Reframe "Ideas People" (If You Must)
Despite my frustrations, I recognise that not every "ideas person" is useless. Some people genuinely have sharp insights. But I've learned that if you want to work with them (or tolerate them), you need to reframe how you see them.
Here are a few ways I've learned to balance the frustration with the potential value they bring:
Use them as a sounding board. When you're stuck on a problem, people with lots of ideas can offer fresh perspectives. Just be clear that this is about exploration, not action.
Turn them into scouts. These people are often great at spotting trends or noticing what's happening in the industry. Ask them to bring useful insights back to the team.
Put the ownership back on them. If they suggest a big idea, ask, "Great, how do you plan to move this forward?" This often separates the serious contributors from the noise-makers.
Notice that none of these approaches hand over control. The key is to channel their thinking without letting them disrupt the process.
Why Execution Will Always Win
The heart of this issue is simple: execution trumps ideas every single time.
If you can have ideas and bring them to life, you're in a different league. That's leadership. That's creativity. But people who just spitball concepts, leaving others to do the heavy lifting, aren't adding value. They're just adding to the workload.
Execution requires grit, patience, and persistence. It means solving the problems that arise along the way, dealing with constraints, and pushing forward when it's easier to give up. It's unglamorous, but it's where real progress happens.
Being an "ideas person" might feel exciting, but being someone who delivers on those ideas is far more powerful. People notice who gets things done. They remember who shows up and puts in the work. Those are the people who create lasting impact — not the ones shouting "What if?" from the sidelines.
Closing Thoughts
If you've ever been frustrated by "ideas people," you're not alone. It's right to expect people to act on their ideas. It's not unfair to ask people to own their contributions. And it's not unreasonable to value follow-through over flair.
I'll always respect people who think, dream, and innovate — as long as they have the integrity to follow through. But as for people who believe their ideas are the whole job? I'm not buying it. Creativity without accountability is just noise.
I'll leave you with this thought:
The person with the most ideas will not be missed most. It's the person who makes those ideas happen.
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