From there, the principle becomes practical: translate attention into behavior. If you cannot control an outcome, you can often control preparation, practice, or persistence—showing up, asking for help, revising your plan. A student who struggles with exams may not change the grading system, but can change study structure; an employee facing a closed promotion path may not change leadership, but can build skills and networks.
By repeatedly choosing the next workable step, you create evidence of capability. Over time, those steps compound into competence, and attention shifts from fearing inadequacy to tracking progress. [...]
