The short answer
Staying vague feels like safety, but it's just blame-shifting dressed up as flexibility. Your team can't move without a clear line to follow. The discomfort of being wrong is yours to carry — not theirs to pay for. One clear call, even an imperfect one, is always more useful than comfortable fog.
I keep the direction fuzzy so no one can pin a bad outcome on me — but my team is standing still while I stay comfortable. Research on decision avoidance shows that people often choose inaction or deliberate ambiguity not because they lack information, but because a clear call makes them personally accountable. The fuzziness isn't neutral. It shifts the cost — from your reputation onto your team's ability to do anything at all.
Marcus wrote to do nothing 'without due examination' — but also not with reluctancy, and not to be 'a great undertaker,' someone who overcomplicates and overthinks. The Stoic read here is plain: examine, then commit. The reluctance you're dressing up as caution is still reluctance. Vague language that protects you is just a more sophisticated way of doing nothing. The team sees the fog. They know what it means.
This week, pick one decision you've been keeping soft on purpose. Write it down in one clear sentence — what you're choosing and why. Share it with your team, even if you add 'this might be wrong and we'll adjust.' That one sentence will do more for their momentum than a month of careful hedging. Being pinnable is part of leading. Start there.