Most leaders like to think they’re making conscious, reasoned decisions. In reality, many of our choices are reflexes shaped by habits, patterns, and unseen biases that nudge us toward what feels familiar rather than what’s effective.

Business leaders crave predictability and stability. When things are stable, we feel efficient and effective. The logic is that stability equals success.

Yet when uncertainty creeps in, sentiment spikes, emotions run high, and confidence erodes. We start to question whether our actions will even work — because we’ve never been here before.