I've noticed a pattern in how we lead that inadvertently kills our ability to work with uncertainty -- not against it.
What we often do, without realizing it, is create heavy expectations for our teams. They look like this:
"We're going to be an AI-forward organization." "We're going to deploy a response to our competitor's product immediately."
Declarations like this often feel like clarity to the givers. But to the receivers, they feel like heavy expectations. Because they're now faced with both uncertainty AND pressure.
How are we going to be an AI-forward organization? What will our response be if we haven't even begun?
Heavy expectations trigger stress. Stress closes off the parts of our brain built for creativity. And creativity is exactly what uncertainty demands.
So before your next team directive, pause and ask: Will this land as clarity, or with a thud? If it's the latter, there's an antidote: light actions. I've introduced the concept before; next newsletter will go deeper.
This post was another peek into my recent talk to the Tugboat organization teams.
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Thoughtful insights, easy experiments and smart light actions delivered (most) Fridays. I’m Amy Bonsall—ambiguity architect. I help leaders lead better through uncertainty. I’m a former IDEO and Old Navy exec, Harvard Business Review author, and secret-back-pocket resource for leaders wanting to feel more confident in ambiguity.
