Into the unknown

♪ Into the unknown . . . into the unknown . . . into the unknoooown! ♪

If you have heard this song from Frozen II, you know it is Elsa’s moment of hesitation and determination. She hears a call that could lead her somewhere unfamiliar and even risky. She does not know exactly what is ahead, but she knows she cannot ignore it.

That moment resonates with me because I have recently stepped into unfamiliar territory, taking on a project that stretches me in new ways. It is uncomfortable, but I know that playing it safe will not lead to growth. I see this challenge reflected in leadership decisions all the time. Some embrace the unknown and take bold steps forward, while others hesitate and opt for what is comfortable instead of what is possible. The reality is that growth and comfort rarely go hand in hand. If we want to grow, we have to be willing to move into the unknown.

In business, especially in credit unions where the focus is always on serving members, leaders constantly face decisions that come with uncertainty. Whether it is adopting new technology, launching a new product, or expanding into unfamiliar markets, success often depends on the willingness to take that first step even without all the answers.

But what happens when leaders hesitate? When the fear of uncertainty keeps them from moving forward? The decision to step into the unknown or stay within the safety of the familiar can define the future of an organization. Playing it safe may feel comfortable, but does it truly lead to success?

Playing it safe is not always a bad thing, but when it becomes the default response to every challenge, it stifles growth. Sticking to the familiar may feel secure, but it often leads to missed opportunities, unfulfilled potential, and ultimately, stagnation. I have seen this in action when the leadership baton is passed with the hope for positive change, only to realize that the same old mentality remains deeply ingrained and continues to hinder progress.

The comfort trap creates a culture of inaction. Leaders who play it safe often avoid risks and resist change, even when it is clear that the environment around them is shifting. This results in missed opportunities for growth and innovation. In industries like credit unions, where adaptability is key to meeting the evolving needs of members, this mindset can be detrimental. Playing it safe does not allow room for new ideas or the development of new solutions.

It can also create disengagement among teams. Employees who see leadership constantly avoiding risks may feel discouraged or demotivated, especially when they have ideas that could move the organization forward. When there is no room for experimentation or change, it is hard for employees to see how their contributions make a real impact. It also fosters a culture of order-takers rather than thinkers. With surface-level thinking and no accountability to innovate, teams can quickly become disengaged.

Then there is the risk of being left behind. In today’s fast-moving world, sticking to the familiar means you are not evolving, and that puts you at a competitive disadvantage. Credit unions, in particular, must keep up with technological advancements and member expectations. Leaders who shy away from these challenges risk seeing their organizations fall behind.

While playing it safe may feel comfortable, growth does not happen in the comfort zone. If we want to see real change and progress, we need to embrace discomfort and take that leap into the unknown.

Embracing uncertainty means stepping outside familiar boundaries, confronting fears, and facing the discomfort that comes with change. Yet, within that discomfort lies the potential for true transformation, both personally and professionally. When we choose to take risks, we not only open ourselves up to new opportunities but also set the stage for growth that would otherwise remain out of reach. It takes courage to step into the unknown, but the rewards are worth it.

Visionary leaders understand that growth does not happen in safe, predictable environments. The unknown forces us to adapt, be resourceful, and find creative solutions. These challenging experiences stretch us and build resilience, which is why they are essential for progress. Resilience, adaptability, and the ability to pivot when faced with challenges are all critical leadership qualities when navigating the unknown. The willingness to be uncomfortable in the face of adversity allows leaders and organizations to thrive when others stagnate.

To reach this level of transformation, effective leaders must first embrace vulnerability. They need to acknowledge that they do not have all the answers, and that is perfectly fine. Being open to learning, experimenting, and even occasionally failing is part of the process. A growth mindset is crucial, as it transforms challenges into opportunities for development. Leaders also benefit from surrounding themselves with teams that share this mindset, encouraging a culture of innovation and creative problem-solving. Only then can organizations break free from stagnation and move toward true success.

Networking plays a pivotal role in this process. Leaders who actively network create a web of support and insight that helps them navigate the unknown. Through relationships with peers, mentors, and experts, they gain new perspectives, ideas, and resources. These networks provide not only knowledge but also the confidence to take risks, knowing that others are there to offer guidance or support when needed. In times of uncertainty, these connections can be the difference between staying stuck in the comfort zone and confidently stepping into the unknown.

Decision-making in uncertainty is also a crucial aspect of leadership. Leaders must be able to make decisions with limited information, often relying on intuition and experience to guide them. Trusting their instincts and the judgment of those around them is essential when the path forward is not clear. However, leadership is not about making every decision alone. It is about creating an environment where managers and supervisors have the autonomy to act.

In credit unions, this is especially important. Many organizations have talented leaders in the C-suite and at the managerial level, individuals who are eager to do more, take on bigger challenges, and contribute to meaningful change. But too often, leaders hold on too tightly, unintentionally stifling the very people who could help propel the organization forward. Growth requires delegation, trust, and empowerment. When leaders give managers and supervisors the authority to make decisions and execute strategies, it not only develops their leadership potential but also allows the executive team to focus on the bigger picture. This shift creates space for expanding the organization, strengthening its impact, and preparing for the future.

A leader’s confidence in their team fosters an environment where employees feel safe to experiment, voice new ideas, and innovate. When team members see their leaders embracing the unknown, they are more likely to step up and contribute creatively. This empowerment creates a culture of accountability and initiative, which is essential for organizational growth. Leaders who empower their teams create a ripple effect, leading to greater agility, stronger engagement, and long-term success.

At some point, every leader faces a choice. Stay within the comfort of the familiar or embrace the uncertainty of the unknown. The easy path offers stability, but it often comes at the cost of growth. The more challenging path—the one filled with uncertainty and risk—is where real transformation happens.

Neale Donald Walsch said, “Life begins at the end of your comfort zone.” It is in those moments of discomfort that leaders find their true potential. The leaders who make the greatest impact are those willing to push beyond what feels safe and step into new opportunities with confidence.

Of course, taking that step is not always easy. As Alan Watts put it, “The only way to make sense out of change is to plunge into it, move with it, and join the dance.” The unknown will always feel uncertain, but resisting it will not stop change from happening. Leaders must decide whether they will move with change or be left behind by it.

So where do we begin? Start small. Eleanor Roosevelt’s advice, “Do one thing every day that scares you,” reminds us that stepping into the unknown does not always require a giant leap. Taking small, intentional steps outside of our comfort zone builds confidence and momentum. Whether it is launching a new initiative, making a bold decision, or empowering your team in new ways, growth begins the moment you choose to move forward.