August 16, 2010 by rkelly976
The last two weeks’ posts have been more Project Management focused (Stakeholders and Work Breakdown Structures), so this week Kelly’s Contemplation is going to shift gears a touch. I am honored to have a guest post by a good friend, mentor, and life-long leadership coach/student Micah Caronna. Micah’s entry is going to shift from pure project management into a topic that crosses the leadership spectrum…Gut Instinct vs. Emotion.
Before I turn it over to Micah, here is your video of the week
Today there’s a lot of talk about intuition and gut instinct in management. Generally, our first inclination is the need to see all the data and projections to get a clear view of the scope of any project. Yet, we find that those individuals who stand out the most in our organizations have a strong sense of intuition. I agree that there is value in leadership instinct. We must hone it, develop it, and learn to trust it. As we do, others will follow us and learn to trust it as well. At the same time, we have to be careful not to mistake emotion for instinct. Many times they feel, smell and look a lot alike. One of man’s biggest mistakes is not knowing his own emotions.
In other living creatures the ignorance of themselves is nature,
but in men it is a vice. – Boethius
We must be able to know the difference between instinct and emotion in making decisions as we manage teams and projects. There are three indicators that help determine which of the two we are operating in. These indicators are fear, love and anger.
It’s very hard to distinguish between a gut instinct and emotion while we are afraid of not meeting goals, meeting deadlines, losing our jobs, not being the first to market a product, retaining a client, etc. When fear is present, or when there is pressure to make a decision, mistakes are often made. Instinct is not going to be dependable for us as when fear is involved since it is such a strong emotion and can disguise itself as intuition.
We have to be careful when we are in love or infatuated with a particular project. We can even really like a specific employee, or team member, and not be able to see clearly when it comes to their ideas or issues. When we have dreams and aspirations for a particular product, service or someone on our team, we have to be even more alert. Sometimes we’ll make wrong decisions based on that infatuation rather than on the pure instinct that has served us so well in the past. That emotion of love can cloud any intuition we may have, thus making that intuition unreliable.
Anger causes people to make many mistakes. When we feel like we are leading “by the gut”, or being instinctive, while we are frustrated or angry at a situation, person, or even ourselves, we are liable to make the wrong decision. Many poor business and career decisions have been made out of spite and hurt. Don’t trust your gut if your angry.
So what do we do if we are an instinctive leader but find ourselves faced with decisions while we are highly emotional? Whether it be fear, love or anger, our only alternative is to lean upon the pure raw data in order to make those decisions. Many leaders and project managers are data driven anyway. It’s the ones who stand out that tend to have a degree of intuition. They will take risks when others shy away, thus making the awareness of these indicators a useful checks and balances system.