The Secret Power of Hope

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Staying motivated and energized can be hard when it feels like the world is in crisis. Distress or adversity can diminish our energy and pull away our focus, yet this is the very time when we (and the world) most need our skills and attention. So what do we do?

One answer might lie in research done at Clemson University during COVID-19. The study examined musicians who were unable to perform during lockdown, and whether positive mindsets might make a difference with their emotional struggle and engagement with work.

The researchers found that one mindset in particular - hope - not only successfully predicted professional engagement and resiliency and reduced distress, it directly contributed to better professional and personal outcomes. In other words, hope can act as an antidote to despair—one that empowers us to stay motivated even when times are particularly tough.

Hope as a motivator is a powerful idea. It’s not just that hope seems to make us feel better; it drives us to take action, even in the face of distress and adversity. Better yet, we know that hope is not a whimsical feeling, imparted on us by outside forces, but quite the opposite. Research shows that a sense of hope —defined by future-oriented thinking, goal-setting, and personal agency—can be fostered through specific, self-directed actions.

This means that when the world is bringing us down and making us feel hopeless, there is something we can actually do about it. We can create hope from despair, and this motivates us to act.

Before we dismiss hope as wishful thinking, it’s important to recognize the difference between hope and optimism. Optimism is expecting things will get better, while hope is believing that it’s possible—and understanding how to make it happen. This distinction highlights an important aspect of hope: its inherently proactive nature. Unlike optimism—which generally involves a passive expectation that things will improve—hope actively engages us by emphasizing personal agency, goal setting, and intentional action. Optimism might comfort us temporarily, but hope moves us to act purposefully despite adversity.

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I recently experienced this as I sat down with a friend to talk about a deeply distressing moment in her career. As a professional scientist, she had suddenly lost her research funding due to sweeping government cuts in NIH grants. What had driven her for 20 years to get up every morning had been taken away in an instant. Uncertainty about what was next was not only causing distress, it was sapping the very motivation needed to do something about it.

After some important grieving, we focused on each of the foundations of hope, and constructed a path forward. First, we took an inventory of her strengths, connections, and resources still at her disposal. Asking, where might she look for answers, and what might she leverage to get a foothold?

Then, we explored possibilities for new directions, however small, that might be within reach - new areas for funding, new ways to leverage skills, and existing and untapped areas of her work and professional affiliations that had pleaded for attention in the past, like a Director role that she was already serving in, but was (yet) unsalaried.

Finally, we explored where each of these possibilities may lead, identifying the positive elements of these potential changes. Stepping away from day to day research could give time to pursue an emerging strength in public speaking, provide an excuse to reconnect with respected colleagues, and pause some of the relentless bureaucracy of chasing government grants. From this came not just a glimmer of hope for the future, but some clear next steps that not only felt doable, but were driven by unique strengths and a positive vision. This motivated immediate action. She raced off - with no less uncertainty than before, but now through a lens of hope and an empowerment that only comes from seeing ourselves take control of our own circumstances.

What was clear from this experience was that a sense of hope was not only highly motivating, but achievable through practical, simple steps. While not difficult, this requires understanding the foundations of hope, knowing how to perform the research-backed reflections and activities that manufacture its elements, and a willingness to give it a shot.

One way to think about hope is like a tree. The roots are your skills, connections and resources — your grounded sense of self from where you draw power. The branches are the opportunities stretched out before you — your sense of possible futures. And the leaves are your near-term actions — the practical tasks linked to each opportunity that you can make happen to help the tree grow. Each element of the tree stems from the other, and seeing them together helps us experience real possibilities for hope.

In the coming weeks, I will be exploring each of these foundational elements of hope to demonstrate how we can practically use them to foster hope in our work and lives.

I plan to share my investigations in a free newsletter series I’m calling “Project Hope.” Each email will explore a different hope-based intervention, practical exercise, or guided tool to help us stay motivated, grounded, and future-focused—no matter what challenges we’re facing.

I’m looking forward to seeing where and how these activities will motivate my own work, and I’m deeply curious where pursuing hope in your own life and career may prove useful to you.

I look forward to exploring hope together.

From Guesswork to Growth: How to Engage with Uncertainty

Bold new initiatives have built-in uncertainty, where the best direction forward is often unclear and unproven. Strangely, most organizations don’t address this uncertainty head-on, but instead prefer to over-focus on a single direction with grit and perseverance, or conversely, get stuck in endless research and debate and never make meaningful progress.

Both of these strategies try to treat uncertain initiatives as if they were traditional, more predictable efforts, where being “wrong” is to be avoided, and making progress can’t happen without long-term commitment to a single direction. These approaches inevitably use up the precious time and resources we have, don’t teach us what we need to know, and don’t reliably get us to successful outcomes.

To effectively navigate the uncertainty associated with bold new initiatives, we need to adopt an approach that embraces uncertainty instead of avoiding it; by moving quickly before feeling confident, pursuing ideas with humility, and prioritizing learning to inform evidence-based decisions. This strategy acknowledges uncertainty and leverages our limited time and resources to resolve key questions and make a team smarter, faster.

Helping your organization manage uncertainty is not done by simply snapping in new processes, frameworks and tools, but by adopting a key set of principles-based behaviors. Your aim should be to understand, evaluate and reinforce these behaviors.

Here are five principles-based behaviors we've come to understand deeply that are required for moving away from a traditional, linear approach that works well in areas of certainty towards a more adaptive, iterative approach for when we’re facing dynamic problems with high degrees of uncertainty.

Principle 1: Learn Through Quick, Early Action

From this:	To this:
Getting stuck in internal debate	Avoid debate by identifying uncertainties and resolving them through evidence-driven discovery and testing activities.
Show our solutions to outsiders once they are “done”, so we’re safe. Sharing things too early might signal incompetence, premature commitment, or arrogance.	Show our work to outsiders as quickly as possible in order to get feedback and drive better solutions. Set expectations and carefully consider the impact of testing, so we’re safe.
Investing in formal research before moving forward	Moving quickly on hunches and testing, discovering and de-risking ideas along the way to help set direction
Ensure we do our homework and get agreement before proceeding.	Have a strong bias towards action. “Rough draft” thinking drives the best learning, permits the organization to move quickly and ensures the most runway possible for evaluating and improving what works.

Principle2 : Use Short, Repeated Iteration

From this:	To this:
Relying on significant up-front planning to build internal confidence	Use repeated, short iterations (days/weeks, not months) to generate evidence and replan based on what we’re learning so we’re confident we’re headed in the right direction
Work until we’re done as defined in our plan.	Timebox our efforts. Work until we run out of time and then evaluate our interim efforts using objective measures, and start another iterative cycle with a new plan, otherwise we’re over-investing in diminishing returns.
If we want to resolve uncertainties, we should invest in a test that is meticulously designed, reflects empirical best practices, and puts our best foot forward with a comprehensive solution.	The best way to resolve uncertainties is to not over-invest in any one test, otherwise we risk creating something so big it can’t fail. Instead, focus on lowering the stakes so we feel comfortable moving quickly, being OK with being wrong, and providing the space and time to run many imperfect tests designed to make us smarter.

Principle 3: Orient Around Learning

From this:	To this:
Seeing building and executing on things as we imagine them as progress, evaluating projects on the volume of outputs and activities and reaching our predetermined outcomes on time and on budget.	Seeing learning and making evidence-based decisions as progress, evaluating projects on their outcomes and not on outputs that may have little or no meaningful impact.
Consider learning as an afterthought, once we’ve completed the project.	Be disciplined in our approach to learning early and repeatedly, through planned and deliberate steps, like identifying questions up-front and instrumenting our efforts for measurement

Principle 4: Stay Objective through Evidence-based Decisions

From this:	To this:
Working on a project means a commitment to pursuing this idea to completion	Working on a project means a commitment to generating evidence in order to pivot, persevere or perish
Reach decisions through consensus or HiPPO	Reach decisions through evidence created by small teams with autonomy

Principle 5: Operate with Humility and Openness (While Staying Committed to our Vision)

From this:	To this:
Assuming we’re right and not getting distracted by outside opinions so we can stay on track	Assuming we’re wrong, and trying to reveal and test our assumptions based on their impact and uncertainty
Falling in love with the solution	Falling in love with the problem instead of the solution
Failure is to be avoided. If failure happens, move on quickly to minimize the damage.	Intelligent failure is accepted and even pursued. Continuous, deliberate and objective recognition of what’s not working is a critical aspect of success in the face of uncertainty.
If we run a test, it’s to validate or pilot our imagined solution.	A validation mindset tries to prove we’re right and reinforces confirmation bias. Instead, tests should be designed to reveal flaws and test assumptions so we can avoid wasting resources and time and more quickly get on a path to successful outcomes. Waiting to test our ideas until a pilot is too late.
Avoid unreasonable ideas, challenges to the current direction and team conflict so we can stay focused and be harmonious.	Invite unreasonable ideas, challenges and healthy team conflict so that we can ensure we’re being objective, getting smarter and increasing our chances of success.

To ensure our organization’s success, it’s necessary to pursue uncertain directions towards unclear outcomes. To do this efficiently and effectively, avoid tools and frameworks that promise a quick fix. Instead, focus on shifting your organization’s behaviors away from traditional practices that work well in areas of certainty, and towards this set of five key principles and their associated behaviors. These principles address the discomfort of uncertainty by helping develop a learning and discovery mindset and achieve real outcomes through quick, evidence-based and open-minded action.

Coaching Others Through Learning Loops

The key to helping others see and experience the benefits of a Learning Loop is to guide them through a small initial loop of their own and use structured questions to encourage effective loop design and meaningful reflection.

Effective Learning Loops consist of four deliberate steps: Planning, Doing, Checking and Adjusting.

Planning: Determining where you’re uncertain - particularly on project next steps or around an idea you’d like to try, or simply an area where you’d like to get smarter.

Sample coaching questions:

• Where are the uncertainties you’re currently facing with the project - for example, thoughts about how to proceed that are untried or untested, or a lack of clarity on how to achieve your desired outcomes.

• “What do you have to do next on this project and what’s holding you back? Is there an area where you’re stuck or where the next step is unclear or unproven? A problem you’re trying to solve?”

Doing: Identifying and executing on a meaningful effort to try.

Sample coaching questions:

• What's one small thing you might try next to help you learn?

• What specifically might you do with your target user/customer to better get at the truth? Is there something you might show them to get feedback on, or ask them to commit to?

• What are you hoping to learn by running your loop?

Checking: Pausing and objectively reflecting on what was learned.

Sample coaching questions:

• Where has your understanding changed? What do you know or believe now that’s different from when you started your loop?

• What surprised you?

Adjusting: Ask yourself how you should respond differently now that you have new knowledge.

Sample coaching questions:

• What does this mean for you moving forward? What will you do differently moving forward?

• How might you make the next loop smaller, faster, easier or more creatively reveal the truth behind your uncertainty?