What Successful Leaders Know: Intuition is not Woo Woo 

By Mary F Gleason

Leadership development courses are evolving to include intuition as a critical factor in successful leadership. Intuition in the workplace is not an entirely new concept, yet with enormous data sets and analytics at one’s fingertips, it tends to take a back seat. In my years working with people in leadership positions, I see how ignoring one’s intuition produces more significant problems down the road. Ultimately, however, intuition helps guide one to whittling down the data until you come to the most important pieces. Still, it is just data, just the left side of the brain, only half of what is needed for good decisions. In the right brain resides intuition, creativity, instincts. In short, the left brain has the data, and the right brain has the solutions.

“More than half of CEOs (67%) have put their own intuition over data-driven insights in the past three years because the insights contradicted their own experience or intuition. This is despite the fact that data and analytics have become an increasingly important component in business decision making.”  

                                                  –  KPMG, an international financial advisory firm 

When reading about what successful CEOs and world leaders rely upon to make decisions, following their intuition or hunches or gut instincts comes up surprisingly often. They get as much of the data as possible, elicit others’ thoughts, and then they take time to discern how best to apply the data. That last step – discernment – is intuition. The instinct might be to go forward, halt altogether, or to get more information. When intuition is left out of the process, it is like leaving half your brain in the car. It is important to note that your intuition is the only thing that exists solely for your greatest good and highest purpose – and it’s free!

Most of the examples I found were about men, which brings up two points:

• There are fewer examples of titan type women, at least online. Regardless, it would not be novel to think that they use their intuition.
• Men tend to avoid discussing their intuition because it is seen as feminine; therefore, it is more “newsworthy” when publicly claiming this level of insight. In short, it is permission for others to do the same, especially if they want to be successful.

Some leaders use their intuition to its full benefit and their success is obvious. Microsoft’s Bill Gates, Amazon’s Jeff Bezos, and Netflix’s Reed Hastings are just three modern day examples of leaders who talk about the valuable role of intuition when making decisions. Not every hunch pans out and they don’t necessarily lead to wealth. It is not a perfect practice, yet intuition and data are both necessary to make fully considered decisions.

Here, in a nutshell, is what successful leaders know: Intuition is not “woo-woo.” It is half your brain.

I know of so many executives with devoted meditation practices, yet they seem to think of it as a separate part of their life. After their dedicated meditation time, they get in their cars, head to the office, switch gears, and prepare for a day of decisions and data. By the time they arrive, they have unconsciously stored their right brain where intuition, creativity, and innovation reside, in the glove box. As an executive intuition coach, I want to bring that level of consideration to the fore. It is possible to become even more aware of how their intuition shows up for them and how to call on it throughout the day. 

When one thinks about intuition as “woo-woo,” it can sound mysterious or derogatory. The converse is to say that data is just “numbers.” We need both. Unfortunately, we live in a society that values data over intuition, and in doing so, we discard half the brain. I like to encourage executives to bring their whole brain to work.

“Intuition is your CEO. Intellect is your COO.”

                               –Katja Otto, the host of SoulWave Radio, wrote for NextLevelGermanEngineering 

Intuition plays the CEO because it requires one more step plus intellectual knowledge, which the COO likely provides. Applying the data takes discernment and nuance. 

Sadly, in today’s world of executives, the hiring process favors those who make quick decisions. Yet, history favors those who allow time for more input, sit with the information, and call on intuition before making a decision. Intuition does not have to take much time to sense, but it can require a few minutes to discern. If you are an emergency room doctor or EMT, you undoubtedly have whittled this process down to a split second. 

In February, 2017, Forbes contributing editor Bruce Kasanoff, reviewed a new book by Gerd Gigerenzer. He wrote: 

Gigerenzer, author of the book Gut Feelings: The Intelligence of the Unconscious, says that he is both intuitive and rational. ‘In my scientific work, I have hunches. I can’t always explain why I think a certain path is the right way, but I need to trust it and go ahead. I also have the ability to check these hunches and find out what they are about.” 

Kasanoff further argues that intuition is the collective wisdom gleaned from experiences that guides you toward the right answers. I don’t disagree. However, I would add that one does not need to have many years of experience to get in touch with their intuition. You and I already are intuitive, and we can access it at any time.

Brooke Little writes in Marketwake.com (Aug 2019)

“Not surprisingly, the executives of the most incredible businesses don’t credit their multi-million dollar string of ‘right moves’ to rational decision making, but rather to an intangible skill; a trust in intuition…Commonly referred to as trusting your gut, this ‘sixth sense’ is defined as the ability to understand something immediately, without the need for conscious reasoning.

As examples, she cites Henry Ford and Winston Churchill.

Henry Ford faced declining demand for his automobiles and a high turn over in employees. In a bold move that countered all logic, he doubled employees’ wages. In doing so, Ford slowed the turnover rate and created a group of new customers who could now afford to buy a car. It paid off many times over for Mr. Ford, but first, he had to go against logic in favor of instinct.

For Winston Churchill, he had the distinct advantage of not being formally educated, freeing him from conventional thinking. He had access to many well-educated advisors and relied on them for information. Churchill himself relied heavily on curiosity, which plays a significant role in intuition—playing a game of “what if…” can offer new ways to look at a situation and find new solutions.

Reed Hastings discusses how leading Netflix in the direction of success has a lot to do with his strong sense of intuition. Around the office, he is known as “the golden gut.” 

Another CEO referred to data as hindsight, meaning that calling on experience is a particular form of intuition. Even the most recent numbers are a snapshot in time. Decisions require one to look up and see what lies ahead and check your gut to decide how the numbers are or are not relevant to the future.

Intuition may be a natural gift we all have, but it is not necessarily automatic to understand how it shows up and how to interpret the messages. Here are some ways to tap into your intuition on the job.

Three quick ways to stay in touch with intuition:

1. Check in with your body. What do you feel about something? Where do you feel it? Each area of the body tells us something different and important. For example, do you feel it in your gut? If it feels negative, then it may mean your decision will challenge your power in a particular situation. If it feels expansive, it may mean your decision will enhance your power. If it is neutral, your decision will not disrupt the status quo.

1. Be curious. Play “what if…” until something clicks. Be outlandish in your what-ifs but stay within the realm of the problem. It sometimes helps to do this with others, but that is optional. Once you have an idea or two, then start to check out what they require to be successful and go from there.

1. Lead from the field. This phrase comes from “CoActive Leadership: Five Ways to Lead by Karen and Henry Kimsey-House.” It refers to sensing the energy around you. Find ways to harness it and use it as an essential element in decision making. Others’ energy is often more telling than their words. Get in sync. If you are about to make a decision that is not going to fly well, what can you do to prepare others to hear it? 

Remember, that you are intuitive and your intuition shows up for you in unique ways. It can take practice to recognize, tune in to, or know how to call on intuition. That’s where I can help. If you would like to know more, please contact me at maryfgleason@comcast.net.

Mary Gleason has been a nonprofit manager and consultant for over thirty years. She is also a hypnotherapist and professional psychic medium. Mary says her secret to success is listening to the messages that others tend to ignore. Bringing all of her skills into her work has allowed her to provide greater performance, productivity, and profitability.