This post is based on events of the past few weeks. During this time I experienced conversations and became involved in different debates, during which I witnessed the art of decision making by some very senior Leaders. And as you can expect there was different context and consideration given in each situation. However, what I found intriguing is how each leader placed such different emphasis and trust on the different inputs to their decision making. Whilst I can’t disclose the precise nature of these decisions, suffice to say, the common theme across all of them was that the inputs were a mix of perception, experience and evidence. Show
This in itself is not necessarily intriguing however, this was: None of the Leaders used their intuition in the decision making process.As the debates continued and different views and inputs were considered in these distinct discussions, what surfaced was; a lot of anecdotal talk which was largely based on perception, a good level of judgement on the basis of what the various individuals’ experience was telling them, and in some cases there were some objective facts and figures (although not as much as you would hope for when making such important decisions.) But… no obvious intuition being expressed! So, two things make this situation bizarre. 1) Outside of the meeting some of these Leaders disclosed their discomfort at the decision that was just made. They declared that it ‘didn’t feel right’ but that the collective evidence, perception and experience outweighed the ‘feeling’ and on this basis, they allowed the decision to fall the way it did. 2) Separately and in the same week as having some of the above conversations, I came across two blog posts debating the topic of decision making. One (MBG – 18 ways to strengthen your intuition) suggested that we live in a fear based culture where we don’t allow enough intuition in our decision making. And the other (HBR – Outsmart your own biases) suggesting that we all rely too heavily on intuition and flawed reasoning. Both blogs had their merits; what I found uncanny was that in the same few weeks as reading these posts, whilst I didn’t witness the explicit use of intuition in those decisions, each Leader did have this inner compass working. I know they did because they spoke about their hunches, gut feelings, sense of feeling uncomfortable… So, is the issue that;
For those of you who know me, my early career revolved around analysis, data, evidence. I grew up in a corporate culture that demanded very well reasoned and fact based arguments and decisions. Our mantra in this environment was ‘In God we Trust, everyone else brings data’. So for me to be talking on this topic probably comes across as strange. However, a few years ago, my very good business coach helped me to trust my intuition in making business decisions – not just for my own business but those decisions also involving our clients. He helped me to cultivate a sense that I always had but used very little. And the result… better decisions! Decisions that I could whole heartedly commit to; decisions where I could demonstrate how I was sharing the accountability because I had input my own personal ‘gut feel’ into it. In conclusion, I share with you my very simple recipe for decision making – quantities obviously need to vary depending on size of decision:
And so with this post, I am advocating the use of intuition as a healthy ingredient in our business decisions and call out to all leaders to bring this potent and trustworthy inner voice to life! LOOKING FOR SOMETHING?“I believe in intuitions…I sometimes FEEL that I am right, I do not know that I am.” Business leaders are faced with important decisions on a daily basis. They determine strategic direction, guide hiring, and promotion, set business priorities, the
list goes on. People generally make decisions using two different processes; the first is based on logic and facts, and the second is based on intuition. Intuition is our intuitive sense of the best course of action. Rather than conscious reasoning, intuition comes from paying attention to our emotions. When making decisions, leaders primarily rely on and benefit from facts and information, but often there is competing or incomplete information. In these cases, trust in intuition becomes a
valuable leadership competency. As Bill Gates says, “often you have to rely on intuition.” To assess your ability to trust your intuition, ask yourself the following questions: Strong intuition requires experience. In other words, practice, practice, practice. Research shows that subject matter experts outperform novices when answering questions based on intuition, because novices needed to use their analytic abilities to perform well.3 In order to improve your
expertise, seek out on-the-job training and real-life experiences, which tend to be the best teachers. Reading relevant case studies can also be helpful. Over time, and as you practice, your intuitive judgments about familiar work-related scenarios are more likely to be accurate. In our fast-paced work-world, it can be hard to slow down and check in with ourselves. This, however, is necessary in order to access intuition. The
next time you’re faced with an important decision, take some time to get out of your head and away from your desk. Sit with the decision, ponder alternatives, and try brainstorming new solutions. As you do so, tune in to your emotions and evaluate your reactions to understand how intuition might be leading you in this situation. In cases where a leader’s intuition has led them astray, errors can often be attributed to
unconscious biases. Biases are cognitive distortions that manifest in personal preference or misleading assumptions. Decisions based on biases can be made quickly, but they lack accuracy and objectivity. When making biased decisions, we often feel more confident in our answers than we should be. Research by Russo and Schoemaker has shown that experts can be very sure of the wrong decision due to this overconfidence.4 To ensure you don’t mistake bias for intuition, be aware of your
context (personal and situational) and think critically about the assumptions you’re making to reach a conclusion. Start Doing These 3 Things Now to Become an Intuitive LeaderThe following steps can help you use and strengthen your intuition:
ResourcesWATCH: Blink by Malcolm Gladwell – Animated Book Review READ: When it’s safe to rely on intuition and when it’s not. DEVELOP: Learn how to become an intuitive leader by taking advantage of SIGMA’s coaching services. Contact SIGMA for coaching on developing your skills as a leader. SIGMA Assessment Systems, Inc.  1 Gigerenzer, G., & Gaissmaier, W. (2011). Heuristic Decision Making. Annual Review of Psychology, 62, 451-82. 10.1146/annurev-psych-120709-145346. 2 Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux. 3 Chi, M. T., Glaser, R., & Rees, E. (1981). Expertise in problem solving. Pittsburgh Univ PA Learning Research and Development Center. 4 Russo, J.E., & Shoemaker, P. (1992). Managing Overconfidence. Sloan Management Review, 33(2), 7-17. Does the best leaders rely on their intuition?When making decisions, leaders primarily rely on and benefit from facts and information, but often there is competing or incomplete information. In these cases, trust in intuition becomes a valuable leadership competency. As Bill Gates says, “often you have to rely on intuition.”
How do leaders use intuition?An intuitive leader will usually come to a conclusion through instinct rather than conscious rationalization—even when it doesn't seem to make sense. A large percentage of high-profile leaders can make difficult decisions quickly. What's their secret? They've learned to trust their intuitive instincts.
What do the best leader rely on?Leaders have to rely on intuition to make better, more aligned decisions when facing complicated challenges. Why? Because analysis and reason, while highly useful, have their own limitations. They rely on existing knowledge, linear processes, and what can be measured.
Is it best to avoid making decisions based on intuition?A recent research study at Tel Aviv University found that executives who relied on their intuition were 90 percent accurate in their decisions. A 2016 University of Cambridge study found that hedge fund traders who relied on their intuition outperformed those who did not use intuition.
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