Leading in ambiguity successfully requires stronger competencies, especially deciding without knowing, learning by doing at velocity, and building conviction through repetition. Founders get thousands of reps in these skills weekly—conflicting advice forces decisions, rapid experiments replace perfect planning, small failures build the muscle. Corporate leaders need the same capabilities, but their systems prioritize alignment over action and risk prevention over learning. They're stuck coordinating about decisions instead of making them. The answer isn't better training. It's changing the environment.

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