When Yasmin started her new job at a high-flying start-up, she was appalled at the lack of direction. The end-goal was very clear. In fact, it was the whole reason she signed up for this. But there wasn’t much else. No one could provide any guidance on how to achieve it. After getting a quick orientation, a backpack with some swag, and tour of the work space, she was left to her own devices.

Sadly, Yasmin’s situation is not all that uncommon, even in larger, more established companies. Actually, she was pretty lucky to have a clearly defined goal. In many cases, new technical contributors are left to re-invent the wheel and inevitably repeat the same mistakes as their predecessors. And so, the chaotic cycle continues.

So, what options does Yasmin have? Most folks I’ve mentored seem to treat it as a binary. You either quit in frustration, or you push and push and push a little harder until you finally learn the ropes. But there is a third option. Embrace the chaos. Make it your friend.

Some leaders may be technically capable, but all great leaders are comfortable with getting things done in spite of a lack of guidance. They excel at making sense where there seemingly is none. For Yasmin, a lack of direction does not have to be a bad thing. It can be an opportunity for her to demonstrate just how organized and creative she is. It can be her chance to stand out from the crowd.

When you’re in Yasmin’s situation, it is imperative that you make a plan and make it public. The plan doesn’t have to be perfect. Just start by clearly articulating what you understand your end goal to be. Then, write out the steps and estimate how long each step will take to complete. The end goal is to have something you can quickly e-mail to your boss or mentor with an offer to follow up with a conversation. From my experience, it is much easier for folks to point out what you may be missing if its is clearly documented (and it gets even easier if you offer to pay for their coffee).

Now, just because you’ve put together this preliminary plan doesn’t mean you’re ready to do your job perfectly yet. Most of the time, you’ll be missing some steps, and sometimes, even your mentors won’t know how to accomplish your goal. In these cases, trial and error is the only path forward; however, such experimentation requires caution. Keep track of every step you take, record your results, make note of your mistakes, and consistently revise your game plan accordingly. Ask for feedback from those who have already gone through the same process, and when you’ve achieved your goal, share your notes – including any room from improvement – with others. Through detailed observation, your experience can become a source of knowledge that benefits the whole team, and you can share the lessons you’ve learned with the new hires who come after you.

Sometimes, you’re not just fending for yourself. As you rise through the ranks, you will be expected to guide a colleague, a direct report, or even a whole team. If you want to keep rising, you better hope you can do so successfully. Fortunately, the process is roughly the same. You want a clearly defined end goal and a plan to get there with estimates for effort and time. Most importantly, you want to share it with the appropriate stakeholders early. It will never be perfect, but the sooner you can get feedback from leadership and your team, the sooner you can get buy-in. The sooner you get buy-in, the sooner folks will recognize that you are the one leading this effort.

As with all projects, flexibility is key. However, having a publicly visible plan backed by leadership is essential because once tasks are set in motion, it is easier to follow up on their progress. Even if you have to be flexible, you can update your plan and adjust tasks as goals, resources, and timelines change.

I realize the concept of making a plan is nothing new, but I find that most promising young women in the field obsess over perfection and aren’t very vocal about these things, even though they are fully (dare I say – far too) capable. Chaotic situations are your chance to shine not just as a technical contributor, but also as a leader. Even if the project ultimately does not pan out, stay vocal. Publish a quick summary of lessons learned so that you and your team can benefit from this experience. As always, continue to seek feedback, but don’t take critical feedback personally.