The One Habit that Keeps Leaders Stuck<\/a><\/p>\n Why Some People Instantly Reject Your Advice<\/a><\/p>\n![\"\"](\"https:\/\/i0.wp.com\/thinkyourself.com\/wp-content\/uploads\/2026\/04\/Screenshot-2026-04-09-at-11.59.08-AM.png?resize=255%2C144&quality=80&ssl=1\" "\\"Screenshot")
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You don’t have a crystal ball. You can’t see the future.<\/p>\n
Many people believe that by expecting the worst, they’ll be better prepared if something goes wrong. It sounds logical, but there’s a problem with that approach. Assuming the worst often puts you into a state of panic, making you far less capable of handling the situation effectively.<\/p>\n
Watch the video or continue reading.<\/p>\n
Let’s look at a few examples.<\/p>\n
Imagine you’re preparing for an important board meeting when you receive a call from your VP of Sales.<\/p>\n
\u00ab\u00a0Our largest client just called. They might be terminating their $8 million contract.\u00a0\u00bb<\/p>\n
If you immediately expect the worst, you go into panic mode. Your prefrontal cortex becomes overloaded, making it harder to think clearly. You start firing off emotional emails. You cancel the board meeting without thinking. You call the client repeatedly, leaving increasingly desperate voicemails. You blame the sales team. You tell Finance to freeze all spending. You forget about another executive meeting with an acquisition partner. You miss an investor call, and before long, your entire leadership team senses your panic and begins making reactive decisions of their own.<\/p>\n
By the end of the day, the client still hasn’t responded. However, you’ve created several additional problems simply because you assumed the worst.<\/p>\n
Now let’s look at the same situation from a different perspective.<\/p>\n
Instead of reacting emotionally, take a moment to pause. Picture yourself looking into that imaginary crystal ball and ask, \u00ab\u00a0What if the best happens? What if there’s another explanation?\u00a0\u00bb<\/p>\n
Maybe the client’s procurement department has undergone a leadership change. Maybe they’re simply negotiating. Maybe the decision isn’t final.<\/p>\n
By intentionally creating a more positive possibility, you trigger feel-good chemicals in your brain instead of stress hormones. That allows you to remain resourceful and think clearly.<\/p>\n
Now you’re able to ask your VP to gather facts instead of assumptions. Did the client actually say they were terminating the contract, or is that someone’s interpretation?<\/p>\n
You continue with your scheduled board meeting because there’s no reason to derail your entire day based on incomplete information. You ask Legal to review the contract. You have Customer Success gather the account history. You attend your executive meeting with the acquisition partner. Then you schedule a calm conversation with the client’s CEO to better understand the situation.<\/p>\n
The facts haven’t changed. Only your emotional state has. Yet the outcome is dramatically different.<\/p>\n
Very often, by assuming the worst, we end up creating the very outcome we were trying to avoid.<\/p>\n
Instead of alarming yourself, create a more constructive possibility in your mind. Doing so helps your brain release feel-good chemicals, allowing you to become far more resourceful and capable of making better decisions.<\/p>\n
Here’s another example.<\/p>\n
At 8:15 a.m., you receive an alert stating that your company’s systems may have been hacked.<\/p>\n
If you immediately assume the worst, panic takes over. You start shouting orders. You tell everyone to shut down every system. Employees begin calling customers with incomplete information. Rumors spread across social media. Your IT department receives conflicting instructions. Customers begin losing confidence.<\/p>\n
Now consider a different response.<\/p>\n
You pause and look into that same imaginary crystal ball. You tell yourself, \u00ab\u00a0Maybe it’s a false alarm. Maybe the issue is isolated. Maybe our backups are intact.\u00a0\u00bb<\/p>\n
By considering a more optimistic possibility, you remain calm enough to follow the company’s incident response plan instead of abandoning it.<\/p>\n
You confirm what is actually known before communicating anything. You activate the crisis response team. One designated spokesperson communicates verified facts, preventing unnecessary rumors. Because you’re thinking clearly instead of emotionally, you’re able to make deliberate, effective decisions.<\/p>\n
The incident may still be serious, but your response is dramatically better.<\/p>\n
Expecting the worst doesn’t make you better prepared. It often makes you less prepared because it floods your body with stress chemicals that reduce your ability to think clearly, solve problems, and make sound decisions.<\/p>\n
The next time you find yourself imagining the worst-case scenario, remember that you don’t have a crystal ball. The negative story you’re telling yourself is just as fictional as a positive one.<\/p>\n
So why not choose the story that helps you stay calm, resourceful, and ready to respond at your best?<\/p>\n
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Check out some of my previous blog posts…<\/strong><\/p>\n The One Habit that Keeps Leaders Stuck<\/a><\/p>\n Why Some People Instantly Reject Your Advice<\/a><\/p>\n<\/a><\/p>\n<\/a><\/p>\n
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