What do you do if your executive decision-making is overly reliant on logical reasoning?

While logical reasoning is valuable, it's essential to acknowledge its limitations. Not all decisions can be adequately addressed through logical analysis alone, especially those involving complex human interactions or uncertain outcomes. Encourage executives to develop their emotional intelligence skills, including self-awareness, empathy, and relationship management. Embracing emotions as valuable data points can lead to more holistic decision-making.

It's true: many leaders have great potential when it comes to emotional intelligence. There is often a belief that I can convince other people with factual arguments alone. And if that doesn't do the trick, more facts are added. This overlooks the fact that emotions are the only way to influence others. So what can we do? I often practice with my coaching clients to first recognize and control their own emotions. With this exercise as a foundation, they then also become more aware of how certain types of communication affect others, e.g. that they trigger fear or cause confusion. A good question (which is often not asked) is: "What feelings do I want to trigger in others with this message?"

Logic is a reliable compass, but it's not the only one that can guide you. Diverse perspectives can enhance and sometimes redirect the best-laid plans. This goes beyond mere inclusivity for the sake of appearances; it's about forging a cognitive ecosystem that pushes to expand and challenge one's perspectives.??

Intuition, often regarded as immeasurable or lacking a scientific basis, has ignited numerous groundbreaking successes worldwide. It represents the subconscious fusion of knowledge, experience, and emotion, manifesting as a gut instinct or an inexplicable "feeling." Take a moment to slow down and attune to your inner voice, inviting it to articulate itself boldly. ?? Consider your emotions as integral to this dialogue. Over time, you will learn to differentiate between genuine insights from this profound wisdom source and the fleeting shadows of personal biases.

If this feels hard to do, it's because it's not a thing you do; rather, its a way you be. You can activate your intuition by observing how others are showing up in the interaction, and imagining looking beyond their behavior to what is driving it. What are they optimizing for? If you are not sure, ask a clarifying question. This helps you both embody a compassionate view of holding the person without judgment but just being curious, and also ensures that any response from you is grounded in solving for the right problem, rather than the symptom.

It is a well-known fact: logic stimulates thought, whereas emotions stimulate action. As a decision is only effective if it is implemented - i.e. we need action - it must contain strong emotional components. If it were only about logic, there would be no need for diet recommendations, exercise guides or productivity tips. Almost everyone knows what to do (rationally). Why we still don't do it is due to emotional reasons or the lack thereof. This becomes all the more important when it comes to leadership. Most managers I know have to communicate far more emotional reasons for decisions. This is something you can and must learn if you want to become more effective.