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Meetings
are necessary to accomplish shared objectives. Often they
result in positive action and a true meshing of minds about
future directions. When that happens you get a feeling that
says to you, "Right on! This stuff has real application
in the business."
But
how many times have you listened to a presentation or a discussion
and felt distinctly uneasy? You can't put your finger on it,
but the feeling won't go away. In both cases, that's your
intuition - I call it Gutfeeling - talking to you. It may
be telling you, "Watch out! This isn't as good as it
sounds." Whatever it's saying - listen.
Keep
your cool. Try not to make any immediate commitments. Try
to gain time by asking for a few days to consider the situation.
Then go away and examine your feelings. Let your intuition
be your guide. Listen to what your inner voice, your Gutfeeling,
tells you. If that feeling of discomfort won't go away, or
keeps growing, you have to find a way to convince your colleagues
to take another route.
Maybe
you can. Maybe you can't. Don't waste too much sleep over
it if you can't. Either way you have followed what your intuition
was telling you and done the best you could. It's often difficult
to change a group's direction if members have made up their
minds to follow a certain path.
In
the end, it's how we interpret such signs that gives our intuition
a positive or negative weight, and helps us to a decision.
Where the action we may have to take is life altering, it's
more important than ever to listen to what our subconscious
is trying to tell us.
I
first began to recognize the importance of instinct and intuition
when I did a survey of Canadian leaders for my book Leadership
from Within. The leaders I talked to all mentioned that what
their "gut" told them was important in the way they
made their decisions.
One
after another business leaders admitted, sometimes openly,
sometimes reluctantly, that Gutfeeling was an important factor
in business decision-making. I believe that Gutfeeling rarely
leads you astray, and that it is as critical to employ feeling
and emotions in a business situation as it is to spend hours
crunching the numbers correctly.
Today,
doctors and researchers believe there is a physiological basis
to Gutfeeling. In a very real sense it's all in our minds.
They describe the gut as our "little brain" or "second
brain" and claim that our enteric nervous system has
more than 100-million nerve cells - more than our spinal chord.
Small wonder we "feel it in our gut" or get "butterflies"
in our tummy. And those feelings are trying to tell us something.
The discovery of this brain/gut connection confirms what most
business people have known for a long time. It's at the heart
of the most visceral of human emotions.
In
a January 2003 article in the Toronto Globe and Mail, writer
Chantal Ouimet quotes medical research that suggests a gut
feeling isn't just "a poetic image used to convey intuition.
It arises from the interplay between our two brains."
One researcher described it as a 'body loop', which "is
activated every time we are being challenged or stressed"
(which is most of the time).
We
learn to interpret these signals, known as "preverbal
feedback" as good or bad. When your gut is nagging, it's
not merely trying to send you a message; it is sending you
a message.
I
know enough now that whenever I take a consulting job with
a company, I start observing the signs - right from the first
phone call, letter, or email. Who is calling me? Does the
company really need advice? What is the assignment? Who will
I be working with? How many people are involved? Is the problem
clearly defined, or is part of my job to help define it? These
questions all involve challenges and stresses.
And
all these items begin to carry positive or negative energy.
I let them all accumulate until I begin to get a feeling for
the whole show. If my Gutfeeling begins to suggest strongly
that I should not proceed, I tackle it right away. Usually
this does not happen, but it can, and it has.
Certain
people need to make mistakes to learn. But life is too short
to experience all the mistakes yourself. Learn from others.
Too much suffering is a mistake in itself. But a little dab
at the right moment is a useful goad to self- knowledge.
Peter Urs Bender is one of Canada's most dynamic and
entertaining business speakers. He lives and works out of
Toronto. He is the author of four best-selling business books:
Leadership from Within, Secrets of Power Presentations, Secrets
of Power Marketing Secrets of Face-to-Face Communication,
and Gutfeeling.
To
read excerpts from his books visit www.PeterUrsBender.com.
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