Most leadership errors around people don’t come from poor intuition.
They come from the absence of a stopping rule.
At some point, further doubt stops being rational — but most executives have no formal way to determine when that point has been reached.
Instead, decisions drift.
Re-evaluation loops.
Second-guessing masquerades as “being careful.”
A perception about a person is only reliable if it meets specific conditions.
Those conditions are not intuitive.
They hold regardless of mood, context, or interpersonal strategy.
A closed verification system exists for this.
It is not advice, not therapy, and not training.
Sharing in case the distinction is useful.