How do you respond to ambiguity and uncertainty?

How do you respond to ambiguity and uncertainty?

Pay attention as you take in the news this week.

Reading the latest on geopolitics, AI, and market shifts, I notice a swirl of emotions—fear, wonder, anger, sadness, anxious intrigue.

My instinct? To quickly push those feelings aside and seek control—gathering more data, more perspectives, staying stimulated with selective topics.

But I also notice how this selective focus lets me sidestep the most difficult news or avoid action.

Our reactive patterns in moments of uncertainty and ambiguity reveal a lot about how we lead when we are on automatic and forget to be intentional.

When we operate from a place of threat, we default to habits that can undermine our leadership.

Where do you go when you feel the threat of uncertainty and ambiguity?

The work is in catching ourselves, recognizing these patterns, and choosing a more intentional response.

This is the time to strengthen this muscle.

Start today. Notice your reactive tendencies as you read and discuss the news.

Reflect on how these same tendencies can show up in your leadership. What's the cost? How do you want to respond instead?