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Venturing into the unknown can be both exhilarating and daunting. On my alpine climbing adventures, I am in a group equipped with maps, compasses, weather reports, proper gear, and information about the route, but there are still unknown risks. That is part of the allure. That is what sharpens our skills and makes for great stories around campfires!

A common refrain I hear when teams are facing change is a modicum of resistance, even when the change is desired.

Often the reason we experience resistance to change is the uncertainty it brings. Uncharted territory is unpredictable, and that can make us control enthusiasts uncomfortable. Yet it is in this very discomfort that we make breakthroughs that produce our desired results.

Maybe you鈥檝e heard the idiom 鈥渇ortune favors the bold.鈥� There is a reward in taking chances. Consider boldness an invitation to not hold back and to give your best in the moment.

Playing in the realm of uncertainty is neither risking foolishly, nor eliminating risks altogether. Instead, it is about honestly assessing and choosing which levels and kinds of risks are advantageous. In climbing, we are regularly taking calculated risks to experience the glory of the mountains. And there have been numerous times when we have retreated 鈥� deeming the conditions unfavorable or the dangers too great.

What do you notice about yourself when you are on the precipice of uncertainty? Do you slip into worry, overanalysis, and indecisiveness? Or do you examine what you can do to advance your goals? It is easy to get distracted or stuck by fears. It is important to assess if those fears have merit or if they are stifling the pursuit of your adventures.

Be sure to prepare. Again, on climbing trips, we research the route well in advance of arrival at the trailhead. We also spend months training, so we have the fitness, strength, and stamina to efficiently move in the mountains.

Focus on what you can control. While there is value in mentally exploring the unknown, we gain traction by focusing on what we can do. When you come up against uncertainty, ask yourself, 鈥淲hat can I do?鈥� Even the smallest step in the right direction can open momentum-building possibilities.

The antidote to uncertainty is not certainty. The antidote to uncertainty is self-trust.

In the absence of self-trust, we regularly experience second-guessing 鈥� in fact, even our natural gifts become suspect. We may lack the willingness to ask for help, ask questions, or show what we don鈥檛 know. We slip into the impostor syndrome, fearing that someone will discover our weaknesses. We pursue unattainable perfectionism in hopes that it will bring the confidence we crave. Bren茅 Brown, in her book 鈥淭he Gifts of Imperfection,鈥� writes 鈥減erfectionism is not self-improvement. Perfectionism is, at its core, about trying to earn approval and acceptance.鈥�

Recently, I was on the phone with a business leader exploring the possibility of coaching a team member. It became apparent that this individual does not have the trust of her team, specifically from the character definition of trust. In other words, she is technically competent, but has failed to establish relationship trust. She perceives herself as 鈥渂etter than鈥� others. Often, this perspective comes from a place of judgment, the ego鈥檚 armor, to obfuscate an insecurity. Insecurities are normal human experiences. It鈥檚 how we relate to them that makes the difference in our capacity to evolve.

What is the impact of not trusting ourselves? Likely we experience higher stress levels, increased doubt, decreased confidence and credibility, missed opportunities, inefficiencies, delays, and less risk-taking and growth. With low self-trust you may find yourself regularly seeking validation from others and becoming overly reliant on others鈥� opinions to define your self-worth.

How can you build self-trust? Get out of thinking and into doing. While your mental game plays a significant role in your belief system, when you demonstrate competency, you build self-trust. It does not have to be big leaps. Dr. Susan David, author of 鈥淓motional Agility,鈥� tells us to 鈥渏ust do the next right thing in accordance with your values and your goals.鈥�

When we internalize accomplishments, we create proof points of our capabilities. Don鈥檛 wait for clarity, inspiration, perfectionism, or the need to have it all figured out. Take the risk of action.

Keep the agreements you make. A baseline for building trust is keeping our agreements. When we do what we say we鈥檙e going to do, we build reliability. Small promises matter. When you keep them, you are telling yourself that you are the kind of person that follows through. It builds self-efficacy and agency. That鈥檚 confidence in action.

For example, if you say you鈥檙e going to go for a run or go to the gym, and you do it, you have made a deposit in your emotional bank account. If you say you鈥檙e going to only have one glass of wine, or only drink on weekends, and you do it, you have more belief in your capacity to do what you say you鈥檒l do.

Stretch yourself, but don鈥檛 overcommit. When I do things I thought I couldn鈥檛 do, both my joy and my confidence skyrocket. Growth can happen incrementally, and those consistent small steps build a pathway to trusting yourself.

Self-trust is not self-centeredness, arrogance, stubbornness, or overcompensation. We are not expected to have all the answers or know how to navigate all scenarios. We can, however, ground ourselves in our strengths as a launching pad for leading through uncertainty. When you internalize your strengths, you form a belief that you can handle what is in front of you.

Emotional intelligence requires an honest and accurate assessment of your strengths and weaknesses. That level of honesty is an exercise in humility and surrender. In doing so, you put down your armor and step into your potential.

When we play at the edge of our abilities, on the outskirts of familiarity, we invite an excitement to explore and grow. If you want to feel more prepared for uncertainty, build trust in yourself.

Climb on!

Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or [email protected].

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91视频 guarantees the accuracy or completeness of any information published herein.