How Taking Initiative at Work Could Go Wrong (and How to Get It Right)
Why Initiative Matters—And When It Can Go Sideways
Initiative is good, right?
Of course it is. Most of us appreciate people who step up, take action, and move things forward. Especially in leadership roles, initiative signals ownership, energy, and problem-solving.
But here’s the part we don’t talk about enough: initiative that’s misaligned or out of sync with the organization, or with the people it affects, can backfire. Fast.
Before you take action, ask yourself:
Do I have all the relevant information?
Am I the right person to act on this?
Who else needs to be involved—or at least informed?
What are the potential ripple effects, especially if it goes wrong?
Does this fall within our policies, processes, or budget plans?
Taking initiative doesn’t mean acting alone. It means acting wisely.
Taking Initiative Without Authority: A Common Leadership Misstep
Let’s say you’re a mid-level manager at a growing company. You’ve found a new tool, maybe it’s project management software, a vendor platform, or a new communication system, that could really improve operations. It solves a real problem and has great reviews. You’re excited.
The tool isn’t cheap, but it might pay off over time. Without checking in with leadership or looping in other departments, you start talking to the vendor. You begin early-stage planning and even start drafting implementation timelines. Then you send an all-team email announcing that the company will be moving forward with the tool, and that each department should budget a portion of the cost.
What Went Wrong?
Here’s where the breakdown happens:
The purchase wasn’t budgeted.
You didn’t involve finance, leadership, or the other department heads.
You didn’t get feedback on how this might impact existing systems or workflows.
You assumed support and made a public announcement before getting approval.
Instead of being seen as a proactive problem-solver, you’re now seen as someone who bypassed process, created confusion, and made decisions beyond your scope. Finance pushes back. Other managers scramble. Leadership questions your judgment.
And just like that, your credibility takes a hit, not because the idea was bad, but because the approach undermined trust.
How to Take Initiative the Right Way
Let’s rewind the tape.
Taking initiative doesn’t mean going rogue. It means leading the way—with clarity, communication, and collaboration. In this case, a more effective approach might have looked like this:
Draft a short proposal outlining the problem, how the tool helps, estimated costs, and expected ROI.
Schedule a meeting with leadership or relevant decision-makers to present the idea and gather input.
Invite feedback from other department leads on how it might impact their workflows or budgets.
Communicate clearly to the vendor that you’re exploring options—not committing.
Create a rollout and communication plan in case the tool is approved.
Position the tool for the next budget cycle or present it as part of a broader business case.
Same energy. Same initiative. Totally different result.
Signs Your Initiative Will Add Value
Initiative shines when it:
✅ Solves a real problem
✅ Builds trust and transparency
✅ Considers timing, context, and communication
✅ Brings people along, doesn't leave them behind
✅ Aligns with broader goals and processes
Whether you’re leading a team, managing a project, or championing a new idea, an initiative done right raises your profile, builds credibility, and helps people see you as someone who gets things done and knows how to do them well.
5 Questions to Ask Before Taking Initiative
Before you charge ahead, pause and ask:
Am I solving the right problem?
Who else is affected, and do they know yet?
Is this the right time, or should I plan for later?
Does this fall within my role and authority?
What’s the best way to move this forward with people, not just at them?
Because initiative without context? That’s not leadership. That’s just chaos with good intentions.
Final Thought: Leadership Means Slowing Down to Do It Right
Great intentions. Messy outcomes.
Real leadership means knowing the difference and being willing to slow down long enough to get it right.
