You need to take your gut feeling as an important data point, but then you have to consciously and deliberately evaluate it, to see if it makes sense in this context.

First, the skill of storytelling helps to galvanize your team. Second, the discipline of storytelling requires leaders to be clear about their intentions and to prioritize what fits into the story versus secondary goals and issues. Third, there is possibly an artifact here - great storytellers can make their exploits and achievements sound very exciting and memorable. Successful leaders who are not good storytellers won't get the acknowledgement and appreciation they deserve.

Many business intuitions and expertise are going to be valuable; they are telling you something useful, and you want to take advantage of them.

People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights that are right in front of them.

If a situation is very, very turbulent, it has low validity, and there's no basis for intuition.

You shouldn't trust the judgments of stock brokers picking individual stocks.

There needs to be a certain structure to a situation, a certain predictability that allows you to have a basis for the intuition.