Workplace

In the film "Caddyshack," a golfer is blindfolded. As he sinks putt after putt without the benefit of sight, he proclaims, "Be the ball." Heady advice from a golf addict. An expert in his field, he was absolutely right. Intuition provides a sort of second sight, and it's a skill you need to develop.

Trust intuition

In case you think this merely is the stuff of Hollywood, there are many intuitive leaders in the trades. During a conversation with one electrical contractor, he confessed to me he does his best work when he clears his mind before entering a new job site. He says he "absorbs" the situation. If there is an electrical failure, he senses where the energy flow is disrupted. If it is a new job, he can visualize the best way to route it. His intuition allows for competitive bids on jobs that draw high bids from others who claim a high level of specialty is needed.

In the roofing industry, stories abound about leak experts who seem to have divining rods up their sleeves. Quiet and deliberate when they come to sites, they seem to sense where the water is, how it travels and why it is there. They see what others do not and enjoy a high level of detection success.

The concept of trusting your intuition is nothing new. Anyone familiar with the personality test Myers Briggs Typology Indicator (MBTI) knows that one of the four preferences measured is how one pays attention to the world. "Sensing" individuals pay attention to facts they can measure and use problem-solving techniques to address challenges. "Intuitive" individuals pay attention to their hunches and look beyond the five senses to imagine possibilities.

The Oxford English Dictionary states intuition is the "immediate apprehension by the mind without reasoning." Psychologists would argue intuition reflects plenty of reasoning—we just don't know we are doing it. In any event, it is a critical leadership skill as leaders face accelerated change, attending conflict and the need to process ever-increasing amounts of information.

Leadership intuition

Intuition is not magic nor is it a new-age fad. Like any other skill, some people possess more intuitive ability than others. But leaders need not be born with intuitive skills to acquire them. Following are three ways to help hone your intuition:

• Become an expert. Most intuitive leaders have a good deal of experience and have seen a lot of action in the field. The best continue to expose themselves to uncomfortable situations that challenge what they think they already know. The result is they don't have to pore over old models of assessment and action when making decisions. They leap to a new level of understanding. Where the average person may see the outer skin of a roof, the expert sees the skeleton with intuitive X-ray vision.
• Allow for quiet reflection. Intuitive leaders often speak of taking a quiet approach or quieting their minds before tackling a complex question. Some use a technique called "incubation" in which they gorge themselves with information about a problem or situation and then put it aside. Answers come when they are least expected-in the shower, during a dream or at a meeting about something entirely unrelated. Intuitive leaders let their minds work without the constraints of conscious rational thought. And they listen when the answer comes.
• Manage fear. Leaders newly acquainted with their intuitive powers—or those who want to test the waters—may fear making decisions based on "hunches" and the power of their imaginations. Intuitive decision-makers build their skills over time and think of so-called failures as learning experiences. They monitor and test their decisions. Intuitive leaders know how to shift gears when they discover new information. They manage fear of failure by testing ideas with others on their team, allowing themselves to change direction and learning from feedback loops.

The extra mile

Intuitive leaders have a strategic advantage when making decisions in uncertain, complex situations. They bring another level of knowledge to the question at hand that can produce remarkable and unexpected answers. The next time you are faced with an elusive leak, impossible design request from a client or complex warranty complaint, try your intuition. Be the roof, and listen to what it is telling you.

Karen L. Cates is a professor of management at Monmouth College, Monmouth, Ill.; teaches executive courses for Evanston, Ill.-based Northwestern University's Kellogg School of Management; and consults clients about leadership and decision making.