The Art of Stopping: Why Companies (and Employees) Need to Master the Brake Pedal

The ball was flying toward me, fast and furious, a blur of yellow fuzz against the tennis court. My internal calculator (you know, the one we all have in moments of high stakes) told me the ball would drop much closer to the net than where I stood. Without thinking, I gathered all my strength and sprinted toward it with the force of a freight train. From the other side of the court, my coach’s voice rang out, piercing and urgent: “Stoooooooop!”

But I couldn’t stop. Inertia had taken over. My legs were locked into overdrive, my momentum hurtling me forward. I reached the ball—and ran straight into it. The result? A complete flop. I couldn’t even manage to hit the ball, let alone do it well.

Later, sitting on the bench and gulping water, my coach delivered the lesson I needed to hear: “Sometimes, your best move isn’t to run harder. It’s to stop.”

That lesson isn’t just for tennis players. It’s for anyone in a big organization. Companies, like overeager players on a tennis court, can become addicted to momentum. They keep doing what they’ve always done—running full speed, pushing projects, sticking to routines—because stopping feels unnatural, or even impossible.

But stopping is often exactly what’s needed. A product that no longer serves a purpose? Kill it. A process that clogs innovation? Ditch it. A strategy that sounded great two years ago but isn’t delivering results now? Abandon it.

Unfortunately, organizations don’t stop easily. Inertia is baked into their DNA. Processes are deeply rooted, middle management clings to the familiar, and the sheer size of the machine makes changing course feel like turning a cruise ship with a toothpick.

The Role of the Intrapreneur

Enter the intrapreneur: the rebellious, creative spirit within the corporate walls. Intrapreneurs are uniquely skilled at identifying when and how to stop. They have the courage to challenge the status quo, the vision to see where inertia is holding the company back, and the strategic savvy to dismantle roadblocks.

Here’s how intrapreneurs—and their organizations—can master the art of stopping:

1. Recognize the Inertia

The first step is awareness. Are there products, processes, or habits that no longer serve the company’s goals? Intrapreneurs are great at sniffing out inefficiencies and asking,

“Why are we still doing this?”

2. Start Small

Stopping doesn’t have to mean a dramatic, company-wide overhaul. It can start with small experiments: halting an ineffective meeting occurrence, retiring a single outdated process, or reallocating resources from a stagnant project.

3. Challenge the Power Structures

Internal bureaucrats often cling to old ways because they feel safe. Intrapreneurs must approach these stakeholders with empathy but also conviction, showing how stopping one thing can create space for something better.

4. Build a “Stop Culture”

Organizations need to normalize the idea that stopping isn’t failure—it’s strategy. This means celebrating teams that let go of dead weight and rewarding those who question the status quo.

5. Communicate the “Why”

Stopping is hard. But it’s easier when everyone understands the reason behind it. Intrapreneurs need to excel at telling the story: how stopping X will create room for Y and lead to better outcomes for everyone.

The Power of the Pause

Stopping isn’t about giving up. It’s about clearing the way for what matters. Just as my tennis coach knew that running full-speed into a ball wasn’t the way to win the point, intrapreneurs know that clinging to inertia isn’t the way to innovate.

One of the most dangerous sentences you can hear in a company is:

"We have ALWAYS done it that way!"

The next time you find yourself (or your organization) barreling toward a task, project, or process out of sheer momentum, take a breath and ask: “Should we stooooop?” Sometimes, the best move isn’t to keep running—it’s to hit the brakes and change the game entirely.

Now, if you’ll excuse me, I need to go practice my footwork. Stopping on time is still a work in progress!

2025, Intrapreneurship Lab