some good points that are higlighted in this interview with Andy Grove and Clayton Christensen
None of us have a real understanding of where we are heading. I don’t. I have senses about it. But decisions don’t wait; investment decisions or personal decisions don’t wait for that picture to be clarified. You have to make them when you have to make them. And try not to get too depressed in the journey, because there’s a professional responsibility. If you are depressed, you can’t motivate your staff to extraordinary measures. So you have to keep your own spirits up even though you well understand that you don’t know what you’re doing.
You can promote intuition. You can recognize the innate aptitude of people to grasp what cannot be spelled out and cannot be shown by data, to be in tune with those vague attributes on the other side of that vague valley. And put them in positions where they can act on their intuition. But having said that, this presumes that the person making the promotion has a grasp of the situation. Which goes right back to where you started with your question. The senior leader has to have the understanding and the confidence in his conviction.