Stop being passive.
I've seen far too many people, and entire enterprises, hold back from taking action because they believe they need explicit approval first. It's laughable.
They come up with a great idea, but their immediate instinct is to seek permission to start.
I'm not suggesting you do something reckless, like publishing real customer data online. But, you could absolutely build a prototype with synthetic data without a sign off.
Waiting for permission is one of the most stifling remnants of the industrial revolution.
It's not about logic or necessity; it's about surrendering your agency to others, allowing them to exert power over you.
To manage that power, institutions have built massive policy frameworks dictating what you can and can't do, and in an AI-driven world, this is a recipe for obsolescence.
Organisations plagued by this mindset are almost guaranteed to be disrupted by AI, and it won't take long.
Here's a better way to approach it:
Recognise that asking for permission leaves you at the mercy of gatekeepers
- Managers, committees, or stakeholders demand sign-offs, which can add days or weeks of delays.
- If you face six such delays, each lasting four weeks, you've wasted six months achieving nothing.
- Even if you're getting paid during that time (and don't mind the wait), you're shortchanging yourself. You could make massive progress in that timeframe if unhindered—just figure out how to make it work.
Risk aversion kills your speed
- When brainstorming ideas for progress, prioritise those without heavy regulatory or compliance hurdles.
- Choose projects where you can act independently and tell naysayers to back off.
- Remember, organisations default to "no" when risks are unclear.
- Unless you explain it perfectly, you'll be stuck waiting for clearance.
- Pro tip: If you need others' involvement, frame it as "I'm doing this—do you want to join? rather than seeking permission.
- You can always cancel if needed, but presenting it as a time-sensitive opportunity shifts the mindset from gatekeeping to participation. Think about this carefully.
Ownership dilution
- Be cautious: Every time you ask for permission, you're essentially sharing ownership of your idea.
- By granting approval, they feel they've bestowed agency upon you.
- It also gives you an easy excuse if they say no, you can claim you tried, but "the world wasn't ready."
- In reality, you've handed your power to someone who may lack insight, and that's on you.
Signs you're asking for permission too often
- You believe strategies or proposals are the only things that matter.
- You send endless emails updating everyone on every minor step.
- You struggle to get clear yes/no answers from people.
- You're always planning but rarely delivering.
In your defense: If you work in an organisation without a formal mandate for independent action, your ability to execute will be severely limited. This is a common trap, and it's detrimental to the company. Talented people underachieve because the permission structure is toxic.
In such cases, if it persists long term, pivot and leave.
You might need to invest effort in clearing obstacles, but recognise when it's futile, change is unlikely in most scenarios.
How to adopt an "ask forgiveness" mindset
Just build it
- Prototype the core idea independently, without formal approvals.
Identify the value and demonstrate the potential
- Share what you've created to show its worth.
Ask for feedback
- Use this framing: "Here's what I built. How can we improve it?" Instead of: "Should we do this?"
- There's a risk they'll question "Why are we doing this?" But if the value is evident and your rationale is solid, it's harder for them to shut it down since it's already tangible.
Seek buy in for iteration publicly
- Once started, it gains momentum as a "thing."
- Even if it's off-track initially, it can be refined, drawing in supporters along the way.
The key to this shift is getting others to accept and build on something that's already in motion.
The benefits of moving without permission
You'll accelerate discovery
- You test what works (and what doesn't) before politics or committees slow you down.
You'll psychologically own what you create
- Success or failure is yours, so you'll handle it with greater care and investment.
You'll build momentum
- Early wins attract advocates who will champion your work, turning formal approvals into mere formalities.
What often holds people back is fear of backlash. Be honest about it.
Here are tips to mitigate backlash:
Start small
- Avoid going overboard with unauthorised work.
- If you overcommit and cause issues or waste time, future efforts will face extra scrutiny.
- Focus on micro-steps to build gradually.
Be transparent
- Keep stakeholders loosely informed with brief updates like "I tried this" or "Here's what I built." Share demos proactively.
Have a rollback plan or pivot ready
- Frame it as low-risk exploration: If it doesn't gain traction, say "It didn't work, so we'll stop or adjust." No big deal.
Conclusion
Permission is a courtesy, not a prerequisite for action.
By building first and seeking feedback later, you bypass bureaucratic delays and prioritize value over process.
The key is not advancing too far without sharing results and inviting input. If it resonates, you'll get incremental approvals to proceed.
By the end, full buy in will come naturally.
I can't emphasize this enough: Playing it safe by always waiting for approvals makes you expendable. Weigh the risks of action versus inaction for your long term success.
In the AI era, those who act boldly and respectfully will outperform the cautious. This may frustrate compliance teams, but when disruption hits, no one sides with the blockers.