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Russ Hill is co-founder and senior partner at Lead In 30. His passion is to help build leaders. For more than two decades, Russ has coached and consulted executives at some of the world’s biggest companies. His clients include Amazon, Walmart, General Motors, Lockheed Martin, Cigna, and Hormel. He hosts The Culture Hacks Podcast on Apple Podcasts and Spotify and is the author of three books: The Great Resignation, Remoteability, and Decide to Lead, available on Amazon and at all major book retailers.

Russ Hill

Choosing optimism is one of the most powerful decisions a leader can make.

Want a More Accountable Culture? Start by Choosing Optimism

Great leaders do more than initiate strategy, they operationalize it. 

Stop the Swirl. Make Decisions Faster.

We all fall into the Excuse Trap sometimes. What matters is what we do next. Will we rationalize and stay stuck? Or recognize the trap and choose differently?

The Excuse Trap: How to Spot It and Escape It

Uncertainty is no longer the exception in business; it’s the rule. Whether it’s economic shifts, technological disruption, or organizational change, managers are often tasked with keeping teams steady in the storm. Yet for many, uncertainty breeds one common response: resistance.When people feel a lack of control, their instinct is to push back, protect the status quo, or retreat into familiar patterns. While this resistance is human, it can quietly stall progress, erode morale, and make the road ahead feel even harder.The role of a great manager is to transform that resistance into resilience, helping teams adapt, refocus, and keep moving forward with confidence. In Lead In 30, we call this creating movement: the ability to identify the scripts, narratives, and barriers holding people back, and then shifting them into new patterns that drive progress.So how do you, as a manager, lead your team from resistance to resilience?Acknowledge the Uncertainty Out LoudThe worst thing a leader can do in uncertain times is ignore what everyone already feels. Silence breeds fear and speculation. Great managers instead lean into clarity, acknowledging the unknowns while providing a grounded picture of what is certain.You don’t need to have all the answers, but you do need to communicate consistently. Even saying, “Here’s what we know today, here’s what we don’t know yet, and here’s how we’ll keep moving forward” creates confidence. Clarity reduces noise and allows people to focus on what matters most.Reconnect the Team to PurposeWhen uncertainty rises, motivation often falls. Resistance can look like disengagement, blame, or simply slowing down. To counter this, managers must help the team reconnect to the why behind their work.This is where Team Key Results (TKRs) come in. Setting a few measurable, relevant priorities and showing how they connect to the organization’s mission gives your team something solid to rally around. Purpose is the antidote to paralysis.Shift the Script From Victim to OwnerChanging the narrative is one of the most powerful ways to build resilience. Instead of letting the team fall into "The Excuse Trap, “We can’t because…”, great managers ask, “What’s in our control, and how do we own it?”This is where alignment becomes essential. Invite the team into the process: What obstacles are we facing, and what shifts need to happen to keep moving forward? When people participate in writing the new script, they become invested in living it out. Ownership transforms resistance into resilience.Model Optimism and EnergyHuman energy is contagious. If a manager projects fear, exhaustion, or pessimism, the team will absorb it. However, when you choose optimism, even in uncertainty, you create a different kind of culture.At Lone Rock Leadership, we often say optimism is a choice. It doesn’t mean ignoring challenges, but deliberately focusing energy on solutions and what can be influenced. When leaders show up energized and optimistic, they recharge their team’s batteries, giving them the resilience to keep moving.Learn to Guide Through UncertaintyResistance is natural, but it doesn’t have to be permanent. With clarity, alignment, and movement, managers can guide their teams through uncertainty and emerge stronger, more adaptive, and more resilient.Uncertainty will always be part of leadership, but great leaders don’t just weather the storm; they help their teams grow through it.

From Resistance to Resilience: A Manager’s Guide to Navigating Uncertainty

If you’ve ever dismissed optimism as simply a “nice to have” personality trait, something you’re either born with or not, it’s time to rethink. In a world that’s moving faster and feeling more uncertain by the day, optimism is no longer optional for leaders. It’s a strategic leadership skill, and one that must be practiced intentionally.As we often say: great leaders aren’t born, they’re made. That applies just as much to mindset as it does to technical ability. The leaders who make the greatest impact on their teams, their cultures, and their results are those who choose optimism, especially when it’s not easy.Optimism Fuels Forward MovementIn Lead In 30, the third pillar of leadership is movement. This is the ability to identify and remove the obstacles (including limiting beliefs and negative narratives) that are keeping a team stuck. Optimism isn’t about ignoring problems; it’s about believing that progress is possible. It’s what gives leaders the energy to keep moving when the easy thing would be to stop, and what inspires teams to stay engaged when the path forward isn’t clear.In Power In 30, we compare human mindset to a cell phone battery: without being recharged, even the smartest leaders lose capacity. Optimism is the power source. It doesn’t eliminate challenges, but it fuels resilience, persistence, and creativity in facing them.It’s Not Naïve, It’s StrategicSkepticism may feel safer. It gives the illusion of realism. However, research consistently shows that optimistic leaders have higher performing teams, better employee engagement, and stronger cultures of accountability. Why? Because optimism drives clarity and alignment, two of the other core pillars we teach.A leader who communicates an optimistic vision creates clarity about what’s possible, not just what’s probable. That mindset shapes the team’s goals, efforts, and behaviors. In short, optimism sets the tone for what’s worth working toward.Alignment, in turn, is easier to create when people believe the future is worth aligning to. When a leader paints a vision of possibility and backs it up with thoughtful strategy and clear priorities, teams move faster, stay engaged longer, and overcome obstacles with more cohesion.The Excuse Trap vs. the Ownership MindsetThe opposite of optimism isn’t pessimism, it’s blame. When things go wrong, it’s tempting to explain it away: “Our team isn’t ready,” “The market’s too volatile,” “This company just doesn’t value innovation.” While those may feel true, they trap us in a cycle of excuses.We call that the Excuse Trap. Escaping it starts with a mindset shift: optimism is the gateway to ownership. When you choose to believe things can improve, you also choose to take responsibility for making them better. Optimistic leaders don’t pretend everything is perfect, they confront hard realities and still commit to moving forward.Optimism Is ContagiousLeadership is emotional energy management. How you show up determines how your team feels and how they perform. If you enter a room with stress and scarcity, your team mirrors that. But if you bring possibility and purpose, they rise to meet it. That’s why we say optimism is a leadership multiplier. It creates psychological safety, fosters innovation, and helps teams embrace change with courage rather than fear.How to Practice Optimism on PurposeOptimism doesn’t mean putting on a fake smile or ignoring hard truths. It means choosing your focus with intention. Here are a few ways to lead with optimism today:Reframe challenges:  Instead of “Why is this happening to us?” ask, “What’s the opportunity here?”Celebrate progress: Highlight even small wins to build momentum and morale.Set vision-driven TKRs: Link team goals to a bigger purpose. Let people see how their work contributes to something meaningful.Talk solutions, not just problems: Create space for dialogue around what can be done, not just what’s going wrong.Model recharge: Unplug, reset, and come back recharged. Leaders who never rest burn out their teams.Find the Power in OptimismLeadership isn’t about being the loudest voice or having all the answers. It’s about creating the conditions for belief—in the team, the mission, and the future. That belief starts with you. Optimism is a choice, and when leaders choose it consistently, it becomes a culture.

The Most Underrated Leadership Skill? Optimism

When things are changing rapidly, fear doesn’t just linger—it multiplies. It moves through teams quietly, often unspoken but deeply felt. Deadlines are missed, meetings lose direction, and initiative dries up. Employees do the minimum to avoid risk, and leaders (especially new ones) find themselves reacting rather than leading.We’ve seen what fear does to an organization: it drains energy, clouds decision making, and halts forward motion. We’ve also seen what happens when leaders choose something different. They don’t ignore fear. They acknowledge it, then replace it with something far more powerful: clarity, trust, and action.Fear Isn’t Just Emotional—It’s OrganizationalFear shows up in systems, not just people. When it becomes baked into how your organization operates, you start seeing common patterns:Teams avoid tough conversations or delay key decisions in hopes that conditions will improve.Managers micromanage, trying to control outcomes instead of building trust and ownership.Innovation stalls because employees are rewarded for playing it safe, not thinking big.Excuses multiply because accountability feels unsafe when outcomes are unclear.This fear-based stagnation is what we call “paralysis in disguise.” It looks like busy-ness, but no one’s making meaningful progress. It sounds like caution, but no one’s taking ownership. It feels like uncertainty, but really, it’s a lack of leadership clarity.Great Leaders Don’t Eliminate Fear. They Replace It.Optimism is a choice, but it’s not naive. It's not about ignoring risk or forcing positivity. It’s about training your brain to focus on what you can control, even when the external environment is uncertain. That mindset shift, when modeled by leaders, starts to cascade.Great leaders replace fear-based patterns with high-trust, high-accountability cultures. Here’s how they do it:They communicate with purpose and transparency, especially when stakes are high. Uncertainty thrives in silence, and clarity shrinks it.They create psychological safety, where people are encouraged to speak honestly, take smart risks, and learn from failure.They use the Decision Ladder to clarify ownership, so no one’s left wondering who should act next.They define success clearly through tools like Team Key Results (TKRs), making progress measurable even when the future isn’t.Your Mindset Sets the ToneIn Power in 30, we compare human mindset to battery power. When you're drained, you lose the ability to lead effectively. Fear accelerates that drain. Leaders who intentionally recharge, through reflection, connection, and clarity, show up with energy that fuels their team. They refuse to let fear set the pace.You don’t have to be fearless to lead, but you do have to act. Leadership is about modeling the mindset and behaviors that help others move forward, even when the path is unclear.Questions to Ask Yourself (and Your Team)If fear has quietly crept into your culture, ask these questions to bring it into the light:Where in our work are people hesitating instead of acting?What decisions are stalled right now and why?Have we created clarity around what success looks like?Are we rewarding smart risk-taking or punishing imperfection?Do I show up with energy and direction or with uncertainty and reactivity?These questions won’t solve fear on their own, but they’ll give you the insight to replace it deliberately and effectively.In ConclusionFear will always have a seat at the table, but it doesn’t have to lead the meeting. When leaders create clarity, demonstrate optimism, and move with intention, they set a new tone for the organization, one rooted in trust, ownership, and momentum. That’s what real leadership looks like when fear tries to take over. Uncertainty isn’t going anywhere, but neither are you.

How Leaders Overcome the Fear That Is Paralyzing Their Organizations

In every organization, decisions get made every day; some major, some minor. Yet, leaders often overestimate how much buy-in they actually have for those decisions. They announce a new direction, outline the plan, maybe even explain the logic, and still encounter resistance. Why?Buy-in doesn’t start when the decision is made. It starts when people feel heard.As opposed to what we call first or second leaders, third leaders don’t just make the right decisions, they build the right foundation for those decisions. That foundation is trust, and trust is built through voice, clarity, and shared ownership. Let’s break down how to earn real buy-in, not just compliance.People Support What They Help ShapeA core principle of the third leadership model is this: voice ≠ vote. Your team doesn’t need to make the final call in order to support a decision, but they do need to feel like their perspectives were considered. That’s what separates top-down directives from shared direction.When people feel like decisions happen to them instead of with them, they disengage. When they feel like they had a voice (especially early in the process), they are more likely to invest in the outcome, even if it wasn’t their first choice. Before announcing a tough change or strategic shift, ask:“Who will be affected by this decision? What context or insights do they have that I might be missing?”Then actively invite that insight. Set clear boundaries:“We are moving in X direction, but I want your input on how we execute it best.”This approach builds both clarity and commitment. You’re not outsourcing leadership, you’re deepening engagement.Listening Isn’t Slowing DownThere’s a misconception that involving your team in decision making slows everything down. Sure, if you poll everyone about everything, you lose momentum. However, third leaders don’t confuse urgency with autonomy. They know that a little bit of listening up front can prevent weeks of rework and resistance later.Think of listening as part of the decision-making process, not a delay. It’s how you test for blind spots, uncover risks, and build solutions that actually work in practice, not just on paper. Ask these questions before you move forward:“What’s missing from my view?”“What’s likely to get in the way of this working?”“What would make this feel more workable to the team?”When leaders take time to sense before they solve, the team moves with them, not against them.Tie Decisions to Purpose, Not Just ProcessOne of the fastest ways to lose buy-in is to explain what is happening without clarifying why it matters. This is where so many leaders stumble—they focus on the tactical shift and forget to anchor the change in meaning.We teach leaders to connect decisions to team key results (TKRs) and broader organizational goals. When people understand how the decision supports the mission and how their role connects to that mission, it changes the emotional calculus. Even tough changes feel purposeful. For example:Instead of“We’re cutting back this initiative,” say, “To stay aligned with our TKR around profitability, we’re focusing on what creates the most impact. This move supports that focus, and it helps protect the jobs and priorities that matter most.”Purpose gives people a reason to stay on board, even when it’s hard.Feedback After the Fact Still Builds TrustEven after a decision is made, it’s not too late to engage the team. Third leaders create space for reflection:“What went well?”“What could we have done differently?”“How did this affect your ability to focus or deliver?”When people are invited to debrief, even retroactively, they feel respected. Over time, that consistent practice of listening builds a culture of trust and accountability.The Bottom LineBuy-in doesn’t come from charisma. It doesn’t come from having the perfect plan. It comes from building the kind of leadership relationship where people feel seen, heard, and respected. In a world where teams are stretched and strategy can shift overnight, your greatest asset isn’t just your clarity, it’s your ability to bring others with you. At the end of the day, the best decisions don’t just look good on paper. They move people forward, and people only move when they feel like they matter.

Building Trust Through Better Decisions

If you’ve been following the news in recent weeks, you’ve most likely seen the upheaval of the global financial markets. Many of our 401ks have become 201ks. Much of the turbulence and volatility is due to uncertainty. Uncertainty wreaks havoc. Uncertainty is the ultimate productivity killer (and mood killer). It’s the number 1 cause of workplace stress and anxiety too. When people don’t know what’s coming next, whether it’s a market downturn, a restructuring, or even just a shift in priorities, they often freeze. Fear and ambiguity lead to distraction, disengagement, and second-guessing. Great leaders know that uncertainty is inevitable, and more importantly, they know how to lead through it. Leadership isn’t about waiting for stability, it’s about creating clarity and momentum even when the path ahead is unclear. This week, let’s look at what leaders can do to keep their teams engaged, focused, and moving forward, no matter the circumstances.Reinforce Clarity and PrioritiesWhen uncertainty rises, leaders must double down on clarity. A lack of direction creates hesitation, and hesitation leads to stagnation. The best leaders make sure that their teams know exactly what to focus on, even when things are shifting.One way to do this is by clearly defining Team Key Results (TKRs), the critical outcomes that matter most. In uncertain times, teams often feel overwhelmed by competing priorities. By simplifying the focus to just a few TKRs, you create a stabilizing force that keeps everyone aligned. If everything feels like a priority, nothing actually is. Your job as a leader is to cut through the noise and define what success looks like right now.Communicate More Uncertainty breeds assumptions, and assumptions are dangerous. Without clear communication, team members fill in the blanks with worst-case scenarios. Leaders who proactively communicate early, often, and transparently reduce anxiety and build trust.Leaders provide context, not just commands. Instead of simply assigning tasks, they explain the why behind decisions. People are far more likely to stay engaged when they understand how their work contributes to the bigger picture. Even if you don’t have all the answers, being honest about what you do know (and what you don’t) creates a sense of psychological safety.Create Stability Through RoutineWhen the external environment feels unpredictable, leaders can create internal stability through structured routines. Regular check-ins, weekly progress updates, and consistent team meetings act as anchors, providing a sense of normalcy. These aren’t just about status updates, they’re opportunities to reinforce priorities, celebrate wins, and address roadblocks.Moreover, predictable cadence beats crisis mode. When teams operate in reactive mode, they burn out quickly. Establishing stable processes, whether it’s a structured weekly meeting rhythm or a standard way of handling shifting priorities, allows teams to focus on execution instead of constantly recalibrating.Keep Momentum With Small WinsIn uncertain times, big, long-term goals can feel overwhelming or even impossible. That’s why effective leaders break work down into manageable pieces, creating opportunities for quick wins that build confidence and momentum. Progress (even small progress) creates a sense of control.Ask your team: What’s the next best action we can take? When people feel powerless, action is the antidote. By focusing on what can be accomplished today, this week, or this month, you keep energy high and prevent paralysis.Guide With Resilience and OptimismYour team takes its cues from you. If you show signs of stress, uncertainty, or doubt, they will mirror it. However, if you project confidence, resilience, and optimism, they will follow your lead. Optimism doesn’t mean ignoring challenges; it means acknowledging reality while keeping people focused on solutions. The best leaders create a sense of possibility, showing their teams that uncertainty isn’t a reason to stop moving but an opportunity to adapt and grow.Leading Through UncertaintyUncertainty is a constant in leadership. The best leaders don’t wait for things to settle before taking action—they create clarity, structure, and focus even in the most challenging times. By reinforcing priorities, communicating transparently, maintaining stability, celebrating small wins, and leading with resilience, you can keep your team engaged and moving forward, no matter what’s happening around them.Now, take a moment to reflect: Where does your team need the most clarity right now? The sooner you provide it, the sooner you can turn uncertainty into momentum.

Leading With Clarity in Uncertain Times

Speaking less and listening more gives you more influence and enhances your connections with your team. 

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