A few years ago, I was working on a large-scale global digital transformation initiative. After weeks of analysis, stakeholder interviews, audits, and performance reviews, I assembled the first draft of the executive readout presentation. The findings were direct and intentionally candid. I had sections labeled “Challenges,” “Problems,” “Risks,” and “Organizational Gaps.” To me, those labels seemed perfectly reasonable. The data was solid, the recommendations were practical, and the roadmap was achievable. The response from the executive sponsor came back surprisingly fast. “We need all references to problems and challenges changed to opportunities.” At first, I dismissed it as classic corporate language gymnastics. A problem is still a problem regardless of what you call it. Changing the label does not suddenly improve the situation. But over time, I realized the executive understood something that I did not yet fully appreciate.…