Intuition: The Leader's Next Best Friend

Cathie Leimbach • November 7, 2023

Intuition, an underutilized aspect of Human Intelligence

“The organization that fosters intuitive decision-making will make better and quicker decisions.”     

Andy Stanley


Andy Stanley has recently suggested that intuition is a leader’s next best friend. He defines intuition as cognitive knowing without knowing why. It is not an emotion but rather a gut feeling that comes from having extensive experience in a field.

Andy and many others encourage us to listen to our gut feelings. When we are part of a team, it is helpful for us to share our gut feelings with others and get their feedback. Introducing the ideas we can’t explain may spark innovative and effective strategies.

Here are a few pointers he shares to help us recognize and explore our intuition.

1.     When there is something about a proposed decision that doesn’t feel right, ask “Is there a tension that deserves my attention?” Pay attention to such tension. Let’s speak up with our concerns because this is our intuition speaking.

2.     When we start selling ourselves on an idea but really aren’t buying it, we may be trying hard to justify a logical decision rather than exploring an option that seems to have come from nowhere. We may be squelching our intuition which could have taken us down a better path.

3.     Ambition and intuition are not the same thing. Ambition is often self-serving and focused on what we want. Intuition is more often something we simply feel compelled to do that could benefit the group or the organization.

4.     Let’s discover who on our team has experience and intuition in various aspects of our work. Then, include them in discussions that relate to their areas of intuition and seriously consider their insights when making decisions.

The next time you have a gut feeling, consider its possibilities. Going down that path may take you and your team out of your comfort zone to a better place. 

The Empty Chair Is Trying to Tell You Something

By Cathie Leimbach • August 18, 2026
An empty workstation gets your attention. What caused it should keep your attention. When attendance becomes a problem, the first response is often to review the policy, document the absence, or find someone to cover the shift. Those things may be necessary. But they don't tell you why the problem is happening. A conversation might. Instead of starting with “Why do you keep calling off?” try “I've noticed you've missed several days recently. What’s going on?” Then listen. You may hear about something outside of work. But you may also discover frustration with a supervisor, conflict with a coworker, unclear expectations, scheduling difficulties, or an employee who no longer feels valued. Understanding the reason doesn't mean ignoring attendance expectations. It means you know what you're actually dealing with. Also, look for patterns. Is absenteeism higher on one shift? In one department? Under one supervisor? Did it increase after a schedule or leadership change? Those patterns may tell you where another conversation needs to happen. Most importantly, don't wait until attendance becomes a disciplinary issue to start talking. Check in with employees. Ask what's making their work harder. Ask what they need from their supervisor. And when someone raises a concern or makes a suggestion, be sure to tell them what action you are taking or why their idea won’t be implemented. The goal isn't to eliminate accountability. It's to address problems before accountability is the only conversation left. Conversation is Where Leadership Happens™ You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on September 21. Gain insights from Cathie Leimbach and other attendees. Register here for the FREE Workplace Conversations Clinic 

Is Absenteeism a Pain in Your Pocket?

By Cathie Leimbach • August 10, 2026
Absenteeism is expensive. Every unexpected absence costs more than a day's wages. Someone else may need to work overtime. Priorities get reshuffled, service slows, projects fall behind, and customers notice. Before long, absenteeism starts taking money right out of your pocket. That's why many organizations turn to attendance policies, incentives, disciplinary action, or tighter oversight. But what if those approaches are addressing the symptom rather than what's really going on? Most people don't wake up one morning and suddenly decide they don't care about their work. Disengagement usually happens gradually. People stop sharing ideas. They stop feeling heard. They begin doing only what's required. Eventually, some stop showing up. By the time absenteeism is brought to your attention, the real issue may have been growing for weeks—or even months. If absenteeism has become a recurring challenge, don't just ask, "How do we reduce call-offs?" Instead, ask "What happened before people stopped wanting to show up?" That question may lead you somewhere an attendance report never will—and may ultimately save far more than overtime costs. Attendance problems. Accountability. Difficult conversations. Team conflict. Every leader faces workplace people challenges, and few have been taught exactly what to do when they arise.  Talking through your challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective is exactly what you need to see the situation differently. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic