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ambiguous. People like Steve Jobs, Nelson Mandela, Winston Churchill, or Aung San Suu Kyi. There
are those who were energized by quests into the unknown—Lewis and Clark, Leonardo da Vinci,
Jane Goodall. Learn about them through biography.com or other sources. Then take your search
closer to home. Interview trailblazers in your own company or industry—people who took risks and
paved new terrain. Find out how they dealt with similar concerns you have. Did they think the journey
was worth it? If your team or organization is facing ambiguity (market shifts, new regulations, geo-
political crisis, you name it), find case studies of other companies that have addressed similar
challenges.
Want to learn more? Take a deep dive…
Biography.com
Bregman, P. (2012, January 4). Your problem isn’t motivation. Harvard Business Review Blog
Network.
The Staff of the Corporate Executive Board. (2011, December 20). Preventing ‘Analysis Paralysis.’
Bloomberg Businessweek.
Job assignments
• Lead an organizational transition such as an acquisition or merger, handling ambiguous factors
involving structure, systems, people, or processes.
• Start something from scratch for your company or customers (e.g., a new product, service,
department). Manage the unknowns that accompany all start-ups.
• Be part of an initiative around entering a new or emerging market, with accountability for results
despite no clear path to follow.
• Manage a group through a tough crisis with no easy answers. The tension may escalate, giving you a
chance to practice keeping your emotions in check.
• Increase the scope or complexity of what you are currently doing, which will take you out of your
comfort zone while needing to make decisions and effectively contribute.
Take time to reflect…
If you feel more anxious than energized when things are uncertain…
…then try to identify the source of your anxiety. If you understand what you’re specifically
concerned about, it will be easier for you to overcome your worries.
If you tend to move slowly for fear of making mistakes…
…then consider whether it’s necessary caution or needless worry that’s holding you back. Be
prudent, but be persistent. Errors are inevitable. If you stumble and stray, view these as learning
opportunities.
© Korn Ferry 2014-2015. All rights reserved. WWW.KORNFERRY.COM
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