By Nageen (Nyn) Riffat – Business & Leadership Consultant, Coach & Author

Intuition comes in several forms, a sense of déjà vu, a snap shot image of a future scene or a sense of knowing something already. It is a resource that, where recognized, has infinite potential.
We practice leading with instinct in millions of everyday situations. Some of them are quick decisions you make on the fly. Some of them are larger decisions, such as a new hire, which is often fueled by instinct when there are several candidates that meet the criteria. The key is to learn how to listen to your instincts and develop them as fully as you can
Learning to trust your gut doesn’t come easily for most business leaders. Why do so many of us struggle to use intuition in the decision-making process? It’s a matter of trust and credibility, says Shelley Row, author of Think Less Live More.

Putting trust in your gut

Science shows that gut-thinking is a good idea. Intuition is the foundation of rational decision-making. Harvard Business School now teaches the importance of recognizing intuition and its role in the decision making process.

To begin to develop your own intuition, it is important that you adopt some practical ways to unstuck yourself from over-thinking and end Over-Analysis Paralysis

“Head” in the right direction. Listen to your inner voice. Sometimes when you’re focusing on something other than work, a solution will present itself. You can also take a walk down the memory lane to revisit some fine moments, this will energize you with positivity and build your confidence on your decision making power.

When you start listening to the “voices in your head,” you will begin to trust your gut. Some business leaders describe a nagging feeling that gets in the way of their decision making and signals them to dig into the issue further. The discomfort that your gut feels paves the way to make you acknowledge the missing link and pushes you to ask questions.
Once you start looking at intuition as a leadership skill, you’ll come to appreciate its input in the decision-making process. The ability to make decisions with certainty in uncertain circumstances is what makes a leader a great leader. Denying your instinct in these situations can actually lead to the wrong decision, or even worse, nothing getting done. No one wants to make the wrong decision and see the fallout affect the team they’re leading, stakeholders, customers, etc. But someone has to make the close calls, the hard choices and the tough decisions. This is at the heart of great leadership.

So, instead of denying instinct, leaders should hone their intuition and emotional intelligence to become masters of leading with instinct.

The truth is that not every business decision can be boiled down to cold, hard facts and numbers. Sometimes, making the right decision means trusting your instinct to make tough choices. That’s what makes tough choices difficult – the fact that there just isn’t data to make the decision for you.

Thus we can say that intuition represents a concept which is made up from many ideas and assumptions, not all of which will be common to everyone and that trust in your inner voice makes you a hero, a leader who makes all the difference.

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