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There’s a pattern I keep noticing in my work with leaders—and once you see it, it’s hard to ignore. When things feel uncertain or fast-moving, capable people tend to respond by taking on more: More responsibility. More problem-solving. More emotional labor.

Our reality is defined by our perceptions; change creates a shift in that reality. When we are faced with uncertainty—new systems, new expectations, new roles—we must be prepared to manage our perceptions in response. One of the simplest and most effective tools is the word yet.

There’s a pattern I keep noticing in my work with professionals, and once you see it, it’s hard to ignore. When things feel uncertain or fast-moving, capable people tend to respond by taking on more: More responsibility. More problem-solving. More emotional labor.

Our reality is defined by our perceptions; change creates a shift in that reality. When we are faced with uncertainty—new systems, new expectations, new roles—we must be prepared to manage our perceptions in response. One of the simplest and most effective tools is the word yet.