How to Convince Others to Trust Your InstinctsSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoPower and influence|How to Convince Others to Trust Your InstinctsSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoPower and influenceHow to Convince Others to Trust Your Instincts by Melody WildingMarch 24, 2026Art Wolfe/Getty ImagesPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrintYour team is finalizing a new strategy during a meeting. The recommendations seem logical on the surface and everyone is nodding along, ready to execute. Yet you feel hesitant. Something is nagging at you. You can’t pinpoint a specific data point that’s incorrect, but the analysis feels off. If you speak up and say “I just have a hunch this won’t work,” you risk coming off as a blocker. But if you stay silent, a potentially flawed plan moves forward. Melody Wilding , LMSW is an executive coach, human behavior professor, and author of Managing Up: How to Get What You Need from the People in Charge. Find your professional power position—where confidence in yourself meets influence with others—with her free training here. PostPostShareSavePrintRead more on Power and influence or related topics Persuasion, Leadership vision, Leadership and managing people, Management, Managing people and Managing yourselfPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Trusting one's instincts is a complex endeavor, particularly within professional settings where logical reasoning and data-driven decisions are highly valued. Melody Wilding, in her exploration of this dynamic, highlights a common scenario: a team nearing the implementation of a strategy that, despite appearing sound, triggers a sense of unease within an individual. This hesitation isn’t rooted in a readily identifiable flaw in the analysis, but rather a more subtle, intuitive apprehension. Successfully navigating this situation requires a delicate balance between honoring one’s internal judgments and effectively communicating them to colleagues, a process that can be fraught with potential misinterpretations and perceived obstructionism.

Wilding posits that the core challenge lies in the inherent difference between the subjective nature of intuition and the objective standards often prioritized within organizations. Instincts, stemming from pattern recognition, emotional intelligence, and potentially accumulated experience, operate outside the realm of purely rational analysis. Consequently, articulating them to others can be difficult, as they lack the concrete evidence typically associated with persuasive arguments. The risk of being perceived as a "blocker" – someone resistant to progress simply for the sake of it – is significant when expressing doubt without providing a clear rationale. Conversely, remaining silent when a genuine concern arises can lead to the execution of a flawed strategy, potentially incurring substantial negative consequences.

The key to effectively leveraging one’s instincts is to frame them strategically and build trust with colleagues. Wilding suggests establishing a “professional power position” where confidence in oneself aligns with the ability to influence others. This isn't about asserting dominance, but about demonstrating a considered approach to decision-making. Instead of simply stating “I just have a hunch,” one should seek to articulate the *basis* for the intuitive reaction. This could involve referencing past experiences, highlighting related data points (even if they aren't definitively conclusive), or focusing on potential unintended consequences. The goal is to move the conversation from a purely emotional assessment to a more reasoned exploration of the situation.

Furthermore, Wilding emphasizes the importance of framing the expression of intuition not as a rejection of the existing plan, but as a contribution to its refinement. Phrases like “Let’s explore this further” or “I’m wondering if we’ve considered…” can serve as gentle invitations to delve deeper into the potential vulnerabilities of the strategy. By positioning oneself as a collaborator seeking to enhance the plan, rather than a critic attempting to derail it, one can significantly increase the likelihood of being heard and respected. The ability to articulate the rationale behind one's intuition—to translate the subjective into the objective—is, ultimately, the cornerstone of successfully convincing others to trust one’s judgment. The process isn't about proving the rightness of the instinct, but demonstrating a thoughtful and responsible approach to decision-making, fostering a climate of collaboration and ultimately strengthening the team's collective intelligence.