Overcoming Ambiguity When Developing for Future Growth
(Because “I’ll figure it out later” isn’t a development strategy)
Recently, I saw a LinkedIn post from Adam Grant that stopped me mid-scroll:
Let that sink in.
It’s not just being busy that burns people out.
Lacking clarity will do it, too.
If you're an aspiring executive leader, it's even more challenging...
Because no one hands you a clear roadmap to roles like:
- Chief People Officer
- Chief Human Resources Officer
- Chief Talent Officer
- Chief Learning Officer
There’s no magic checklist that says, "Master these 7 things and we'll call you when you're ready."
Instead, you’re developing toward something you can’t fully see yet, which creates a very real tension:
You want to be intentional...but the path feels ambiguous...so you…just do a lot of things and hope they add up
The Pattern I See (and What Doesn’t Work)
When faced with ambiguity, smart, high-capacity leaders often default to:
- taking more on
- signing up for programs
- trying to “round out” their skill set
- collecting experiences without a clear throughline
It feels...productive.
But without clarity, you risk becoming well-developed, but not directionally prepared.
And at the executive level, direction matters more than volume.
Creating Clarity When the Path Isn’t Obvious
Here are three strategies to be more intentional, even when the path isn't fully formed yet:
1) Develop with work patterns in mind, not specific job titles
Instead of asking:
"What does a Chief People Officer do?"
Ask:
"What kinds of problems do executive people leaders consistently solve?"
Across your organization and when you network with others, you’ll start to see those patterns emerge, such as:
- translating business strategy into people strategy
- influencing across peers (not just leading down)
- making decisions with incomplete information
- balancing long-term capability with short-term results
Those patterns are far more stable than job descriptions - they're universal, insightful, and action-oriented.
Research on leadership effectiveness consistently points to behaviors such as adaptability, systems thinking, and cross-boundary influence as critical at senior levels.
So don’t chase titles. Focus your development efforts on the work that goes into the title.
2) Borrow Visibility Before You’re Given It
One of the biggest challenges in preparing for executive roles is a lack of exposure.
If you don't have exposure, build it intentionally.
Look for ways to:
- Sit in on enterprise-level discussions,
- Partner on cross-functional initiatives,
- Observe how senior leaders make tradeoffs, and
- Ask, “Can I help think through this?” instead of waiting to be asked.
Even informal exposure helps reduce ambiguity.
Because you’re no longer guessing what “the next level” looks like.
You’re watching it happen in real time.
3) Build a Focused 9o-Day Plan
Instead of trying to solve your entire development plan at once, narrow your focus. Every 90 days, give yourself 30 minutes to ask yourself these questions:
- What is one capability I need at the next level that I don’t fully have today?
- What experience would help me build it?
- Who can give me real feedback while I attempt it?
- What would progress actually look like?
Then go do that.
Clarity doesn’t come from thinking longer and doing more. It comes from moving with intention and recalibrating along the way.
Here's the thing...
At some point in your career, your development shifts from gaining access to embracing that access to exercise sound judgment.
No one can fully define your path for you, but you can reduce ambiguity by focusing on:
- patterns, not titles
- exposure, not assumptions
- progress, not perfection
The goal isn’t to eliminate uncertainty - that's not realistic, particularly in today's fast-paced, VUCA world.
It’s to become the trusted leader who can operate effectively within it.
