The Two Problems

Over the years, as I have worked as an executive and then with executives across industries and organizations, I seem to see the same two organizational problems. I continually ask executives, managers, frontline employees, and entire leadership teams to help me identify problems as beyond these two but, despite our best efforts, other issues typically boil down to one of these two: ambiguity and distrust.

At first glance, they seem distinct. Ambiguity is a lack of clarity. Distrust is a lack of confidence. One appears operational while the other feels relational. Yet the longer I do this work, the more convinced I become that they are connected. In many organizations, distrust is simply what ambiguity becomes when left unaddressed.

Distrust is what ambiguity becomes when left unaddressed.

When people don't have clarity, they make assumptions. Like when leaders fail to communicate the rationale behind a decision, or priorities shift without explanation, or expectations remain undefined, or difficult conversations are postponed. In the absence of information, people naturally fill in the gaps.

The problem is that human beings are wired to fill those gaps with suspicion.

Thousands of years ago, our ancestors survived because they assumed the rustle in the grass might be a saber-toothed tiger. Those who ignored potential threats too casually didn't fare particularly well. Suspicion had survival value. It kept people alive. That wiring hasn't disappeared simply because we now work in offices instead of hunting on open plains.

When communication is inconsistent, employees rarely assume the most respectful interpretation. When they aren't told why something is happening, they don't automatically conclude there must be a reasonable explanation. Usually, they create a story that explains what they cannot see and that story is often from a less respectful interpretation.

There must be a hidden agenda. Maybe someone is being protected. Maybe bad news is coming. It’s probably going to affect me.

Whether those stories are true is almost beside the point. Ambiguity invites assumptions, and assumptions often erode trust.

Ambiguity invites assumptions, and assumptions often erode trust.

This extends well beyond organizations. It shows up in our lives, our friendships, our families, and even in the stories we tell ourselves. Whenever we lack clarity, we tend to create explanations. We assume someone intended harm when they may have been distracted. We interpret silence as rejection. We assign motives we cannot possibly know. The assumptions we make to resolve uncertainty often become the very source of our difficulties.

Trust matters because it changes how people experience uncertainty. In high-trust environments, people are more likely to assume positive intent. They ask questions before drawing conclusions. They extend grace while seeking understanding. Decisions move faster, conflict becomes more productive, and accountability becomes less threatening because people believe they are working toward the same goals.

Distrust imposes a cost. It slows decisions, fuels politics, and diverts energy away from meaningful work. People spend more time protecting themselves and less time contributing their best thinking.

Effective leaders consistently create clarity.

They clarify priorities. They define success. They explain the reasoning behind decisions. They say what is changing and what isn't. They address difficult issues before rumors take root. They repeat important messages long after they are tired of hearing themselves say them.

Will this eliminate every trust issue? Of course not. Some breaches of trust are real and deserved. People bring past experiences and legitimate concerns into every workplace. But I suspect leaders dramatically underestimate how much distrust they unintentionally create through a simple lack of clarity.

Most of our problems begin with ambiguity and end in distrust. The encouraging news is that both are leadership opportunities. We may not control every outcome, but we can create greater clarity. And when we do, we make it easier for people to trust, to contribute, and to move forward together.

Look at a problem you are facing right now. What assumptions are being made? What ambiguity can you eliminate?

You got this.