Embracing uncertainty

One of the biggest realisations after leaving school is this: no one has all the answers.

In school, the problems were often predefined, and the answers could be found in textbooks or from teachers. At work, it’s a completely different ballgame. Many challenges you face are original, uncharted, and require you to carve out a path to a solution. Laws and company policies act as guardrails, but within those limits, your superiors are often just as eager as you are to resolve issues and clear them off their plates.

When I first started working, I made the rookie mistake of assuming that my manager always had the answer and that my role was simply to lighten their load by following their instructions. What I didn’t realise at the time was that while my manager might eventually arrive at a solution, they didn’t necessarily have it ready at that moment. This meant they couldn’t confirm whether my proposed solution was correct. By accepting my solution, they were relying on a mix of their own sense-checking and my reputation for delivering sound results. There was a need for independence in formulating a methodology to get to the answer.

This taught me a crucial lesson: for any given problem, you might be the only person uniquely positioned to solve it. To cut through uncertainty, you need to bring your own thinking and solutions to the table.

I also encountered situations where my manager would provide a set of instructions—step-by-step directions that seemed logical. But after following them, I’d hit a dead end. And since my manager wouldn’t be available for updates until later in the day, I’d be stuck waiting. It was frustrating, but it forced me to realise something important: managers don’t always have the full picture either. Embracing uncertainty means recognising this and understanding when to pivot. If a clear set of instructions doesn’t work, it’s your cue to start exploring alternatives—carefully and incrementally.

That’s why having the big picture in mind is so critical. Always seek to clarify the overarching goal with your manager so you can adjust when the plan falls apart. Think of the instructions as a starting point, not a rigid roadmap.

Finally, don’t forget that uncertainty doesn’t mean you’re entirely on your own. Often, other people can provide stepping stones. Experienced colleagues might have dealt with similar issues or know someone who can offer a partial answer you can adapt. In a sea of unknowns, these insights can be invaluable.

Embracing uncertainty isn’t just about solving problems—it’s about shifting your mindset. It’s about realising that the lack of ready answers is an opportunity for you to create value and establish your own expertise.