> An example of uncertainty in business is when your CEO tells you they promised a feature to your biggest client and it needs to be built ASAP as highest prior

> An example of uncertainty in business is when your CEO tells you they promised a feature to your biggest client and it needs to be built ASAP as highest priority, so all hands on deck. Then a day later they tell you another feature, completely contradictory to the first one, needs to be built as well and is also highest priority. When you tell them they both can't be highest priority, the answer is: make it happen. Hardly. What I've found to work best in such scenarios is to always chop up the task at hand to essentials and nice-to-haves[0]. If another task comes up before you're finished, chop it up as well and ask your leadership what's more important: the essentials from this new task or nice-to-haves from that previous one. It's never the nice-to-haves. Also it always helps to not promise something you can't deliver - this applies to every level in the hierarchy. [0] Sometimes, if essentials are the vast majority, you can produce versions of them which are simpler, but still workable from a business perspective, and have bringing the full-featured versions as a nice-to-have.