The best decisions I’ve made were not the ones I thought through the longest. The best decisions I’ve made were when I felt a clear yes inside and followed it. 

At 15, I went to Israel. I had no idea what to expect, but I felt a clear yes inside. 

At 20, I chose a university. The university and the course were brand new. I knew nothing about it. But inside I knew – this is the right place. 

At 24 my first job – moving to Switzerland, no idea about consulting, nobody I knew – but I heard a yes inside and I followed. 

In the middle of my career I took over a product job, not knowing much about it. The team delivered before official launch. We saw the opportunity and we felt a yes – we trusted it. 

I see this in the leaders I work with today. 

They listen, they sense – and they decide. 

They feel: this is the way. Or it is not. 

They trust themselves. And they jump. They know they can swim. 

AI can support you with data. Create scenarios. Deliver analysis. 

But you are the one who decides. It is only you who can hear a subtle, quiet yes in your body. It takes courage to hear and to follow it. 

This is when leadership becomes less about processing more and more about trusting what you already sense. This is what we work on – with Leaders and with Organizations.

Der Beitrag What does it take to make good decisions? erschien zuerst auf Embodied.Berlin.

Did I miss something? Is the team doing its job? Will it work out?

Cortisol does its thing, thoughts circle, and by morning you’re running on four hours of sleep, trying to perform confidence. 

This isn’t a discipline problem. It’s not about better sleep hygiene.

What’s actually happening: during the day, you function well. Confident. Clear. In control.

And at night, when the control stops, everything you ignored during the day – the doubt, the frustration, the not-knowing – comes up. Because it was never resolved.

The way through isn’t to push the doubts away harder, or to “switch off” better.

It is to give them your attention – during the day, even briefly. A few minutes of acknowledging: I don’t know right now. This is a lot. I need more time.

That is not a weakness. That is where you stop fighting yourself, and that energy becomes available again. For sleep. For clarity. For the next decision.

This is exactly what we work on in Executive Advisory – not by analyzing, but by reconnecting it to what your body already knows.

Where the tension sits. Where the energy goes.

And how to lead from there, using your energy for you, not against you.

Der Beitrag Why can’t I switch off? erschien zuerst auf Embodied.Berlin.