As leaders, we’re constantly making decisions – some in the moment, others with far-reaching implications. And while data and analysis often guide us, there’s another layer beneath the spreadsheets: the internal voice we rely on when we make judgment calls. The challenge is knowing whether that voice is instinct, intuition, or fear.

A recent Inc. article caught my attention because it laid out a useful framework for sorting through those three inner forces.

Instinct is fast and physical. It’s your built-in emergency system, developed for survival. It can serve you well in a true crisis, for example, when you need to protect someone’s safety, reputation, or well-being. But instinct can backfire when it leads to impulsive decisions or overreactions, especially around people issues.

Intuition is quiet. It draws from experience and pattern recognition. When you’ve spent years in leadership, you develop a sense of timing, people, and context. That’s intuition. It works best when you're in the gray areas such as uncertain markets, complex team dynamics, or long-term strategy. While it’s often correct, it can be mistaken for fear if you’re not paying attention.

Fear is usually the loudest. It shows up as second-guessing, delay, and avoidance. It tells you to shrink your goals, play it safe, and wait for the perfect moment that never comes. Occasionally, fear helps you slow down before a risky move, but more often, it keeps you from making bold, necessary decisions.

So how do we lead with clarity when all three are at play? It starts with learning to tell them apart.

Here are a few gut-check questions from the article that I foud helpful:

• Am I acting to stay smart, stay safe, or stay small?
• Is this decision based on a reflex, a calm sense of knowing, or a reaction to pressure?
• Have I given myself enough time and space to know the difference?

Self-awareness is a core part of decision-making, especially in leadership, where what you choose affects not only outcomes, but also people.

At ASE, we’re helping HR professionals and leaders across Michigan navigate complex choices every day – often in ambiguous, high-pressure environments.

This week, I encourage you to slow down for a moment and really listen to that inner voice. Try to name what’s driving it. With time and practice, it does get easier to tell which voice to trust.