When clarity is the opposite of helpful

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...