Ambiguity Is Comfortable. That’s the Problem.
There’s a comfort in not knowing exactly who decides what.
Nobody has to say no. Nobody has to be wrong. Everyone stays “involved,” and nobody is actually accountable.
That comfort has a name: ambiguity. And it’s quietly running more companies than most leaders would ever admit, including some in this community right now.
A company on the verge of acquisition that quietly falls apart in due diligence, because buyers realize nothing actually runs without the founder in the room.
The founder who can’t separate who they are from what they built.
The leader who’s so available, so reachable, so “always on” that nothing ever moves without them.
None of these are talent problems. None of these are strategy problems. They’re comfort zones wearing a business suit.
Naming the real problem means naming who’s responsible for it. And that’s uncomfortable, because someone has to actually own the decision, the outcome, the risk.
So companies stay in the fog instead. Busy. Active. Successful-looking. Stalled.
Here’s where I want this community to go with it: drop a comment below naming ONE decision in your business right now that’s still living in the fog. Not who’s handling it. Who actually owns it, with the authority to decide without coming back to you.
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Ambiguity Is Comfortable. That’s the Problem.
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