"A CEO client once told me about the time she pushed her company into a joint venture that looked irresistible. The pitch deck sparkled, the recent success of a similar deal was fresh in her mind, and her intuition told her to move quickly. Six months later, the partnership unraveled due to different cultures, incompatible goals, and millions in lost investment."
"When I asked her what was happening in her mind at the time, she said, "I thought I was being objective, data-driven. But in hindsight, I was listening to the voice that said, Don't miss out. Grab the opportunity before it's gone." That voice, urgent, persuasive, and seemingly rational - was it the voice of data, or was it well-oiled intuition? Perhaps it was the voice of scarcity."
"Leaders often pride themselves on rationality. We like to believe that our decisions flow logically from facts, financial models, and strategic analyses. But the truth is more complex. Decisions are rarely made in a sterile, data-only space. They are filtered through two powerful forces: External heuristics: mental shortcuts our brains use to make fast judgments, often at the cost of accuracy. Internal voices: the narratives and reactive mindsets that live within us and shape"
Leaders frequently conflate urgency or gut feeling with objective analysis, producing high-risk decisions. Cognitive shortcuts such as recency bias, anchoring, and scarcity tendency distort judgment under pressure. Internal voices like scarcity, approval seeking, desire for control, and protection influence choices and can have deep roots in upbringing. External heuristics and internal narratives together filter data and shape outcomes. Naming internal voices, slowing decision processes, and inviting diverse, contrarian perspectives reduce bias and improve outcomes. Coaching that uncovers underlying narratives can reveal hidden drivers and prevent costly missteps.
Read at Psychology Today
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