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susan k. neely
9.4 Intuition Is Not Foolproof
Although all four of us—Ridge, Crowley, Chavern, and I—attest to
the value and critical nature of intuition in our leadership styles, we all
agree there is no guarantee that every decision will be successful. Ridge
cites the example from his days as governor when he tried to intercon-
nect public financing for four new professional sports stadiums to priva-
tization of the state-run liquor stores. e four owners of the Steelers,
Pirates, Eagles, and Phillies all had approached him at the same time
about public financing to build new stadiums. His intuition had guided
him well on how to engage the owners. He gauged their price point,
and brought them to the table together to discuss the amount and ...