With decades of experience guiding organizations through technological change, HRTech expert Ling-Yi Tsai has become a vital voice in the conversation around artificial intelligence. She specializes in integrating advanced analytics into core human processes, from recruitment to talent management. In our discussion, we explore the growing tension leaders face between data-driven outputs and their own innate judgment. Tsai offers a compelling framework for treating intuition not as a soft skill, but as a critical strategic capability. We delve into how to challenge algorithmic bias, cultivate our internal “second brain,” and leverage uniquely human traits like humility and honesty to navigate complex decisions that technology alone cannot solve.
Many leaders feel overwhelmed by the rapid evolution of AI. What practical steps can they take to cut through the noise and avoid making reactive decisions, ensuring they integrate technology thoughtfully rather than being driven by it?
The feeling of being hit by a tidal wave is completely understandable. The first step is to simply breathe and recognize that while the visibility and speed of AI have exploded, its foundations have been with us for years in things like spam filters and predictive text. The pressure to have an “AI strategy” yesterday creates a sense of urgency that can lead to poor, reactive decisions. The most practical step is to reclaim the pause. Instead of rushing to adopt a new tool, leaders should slow down and interrogate it. Remember that the word “artificial” itself implies an imitation. These systems are programmed by humans, with human assumptions and biases baked in. So, cut through the noise by asking better questions: Who built this? What was its original purpose? What data is it leaving out? This shifts the dynamic from being driven by technology to thoughtfully directing it.
AI systems are often presented as objective, yet they can reflect human assumptions. Could you share an example of how a leader might use their gut instinct to challenge an algorithmic recommendation that looks correct on paper but feels fundamentally wrong or biased?
Absolutely. I saw this happen recently with a hiring algorithm. The system was designed to identify top sales candidates and it flagged an individual who looked perfect on paper— Ivy League education, flawless resume, high scores on all the quantitative assessments. The data screamed “hire.” But during the final interview, the hiring manager felt a distinct sense of unease. The candidate’s answers, while correct, felt hollow and rehearsed. There was a lack of genuine connection, an inability to read the room’s energy. Her gut instinct, that internal operating system trained by thousands of human interactions, was sending a clear signal: this person will not build the trust needed to lead a team, regardless of their credentials. The data couldn’t measure moral tension or authenticity, but she could feel it. She chose to trust that feeling, paused the hiring process, and ultimately found a better fit who connected with the team on a human level.
Researchers sometimes refer to the gut as a “second brain.” For leaders who are highly data-driven, what specific techniques can they adopt to begin tuning into this internal operating system and trusting it for key decisions?
For leaders accustomed to trusting spreadsheets and dashboards, trusting something as intangible as a “feeling” can be a huge leap. The key is to start treating that feeling like another data point. Our gut contains over 100 million neurons; it’s a sophisticated processing center, not a mystical guess. A simple technique is to practice the “pause and check-in.” After you’ve reviewed a data-heavy report, physically step away from the screen. Close your eyes for sixty seconds and ask yourself, “How does this proposal land with me? Does it feel expansive, restrictive, exciting, or heavy?” Don’t judge the feeling, just notice it. Another powerful technique is to keep an “intuition journal.” Briefly log key decisions, what the data said, what your gut said, and the ultimate outcome. Over time, you build your own dataset on the reliability of your intuition, giving that analytical part of your brain the proof it needs to start trusting this powerful, internal intelligence.
Qualities like humility and honesty are uniquely human. In a high-stakes situation where data suggests one path, how can a leader leverage these traits to foster team trust and navigate a complex decision that an AI could never handle?
This is where human leadership becomes irreplaceable. Imagine a situation where data analytics strongly suggests that closing a regional office is the most profitable path forward. An AI would simply present that as the logical conclusion. A true leader, however, would approach it with what I call the “3H traits.” They would use honesty to present the brutal facts to the team, not sugarcoating the challenges. But then they would employ humility, saying, “This is what the numbers suggest, but I know that numbers don’t tell the whole story. I haven’t walked in your shoes, and I know there’s expertise in this room that the data can’t see.” This act of vulnerability opens the door for real dialogue. It builds a foundation of trust that makes people feel seen and valued, not as data points but as humans. This approach might uncover an innovative solution the algorithm could never have conceived, saving the office and fostering immense loyalty.
Leaders like Steve Jobs famously used walking meetings to gain clarity. Beyond leaving the office, what are some simple, daily “grounding” practices executives can incorporate to quiet the digital noise and create the mental space necessary for their intuition to surface effectively?
The principle behind Steve Jobs’s walking meetings is brilliant: you must change your environment to change your perspective. Constant connection to our devices dulls our intuition. The good news is that you don’t need an hour-long nature hike to achieve this. It can be as simple as instituting a five-minute “no-screen” rule at the beginning of every meeting, allowing everyone’s nervous system to settle. Another practice is reclaiming lunch. Leave your phone at your desk and eat your meal without digital distractions, just noticing your food and your surroundings. Michael Gelb calls this tapping into our “animal instinct”—an awareness rooted in presence. Even intentionally shifting from transactional networking to real, collaborative conversations, as Diane Darling advocates, helps. These moments of genuine human connection sharpen our ability to recognize patterns in people, not just in data prompts, creating the quiet space where our gut instinct can finally speak.
The strongest leadership often involves blending data analysis with intuition. Can you walk us through the mental process of a leader who has received a data-heavy proposal, describing the key moments where they should pause to integrate their gut instinct before moving forward?
It’s a dance between the analytical and the intuitive. The first step for a strong leader is to fully engage with the data. They don’t dismiss it; they dive in, ask for the analysis, and consult with experts. The first critical pause comes right after this immersion. Instead of immediately making a decision, they intentionally create space. They might sleep on it, go for a run, or simply sit in silence for ten minutes. This allows the subconscious mind, the “second brain,” to process all that information. The next key moment is the conscious check-in. Here, the leader explicitly asks themself, “Setting the data aside for a moment, what is my internal signal telling me? Is it a clear ‘yes,’ a hesitant ‘no,’ or a ‘not yet’?” If the gut feeling contradicts the data, that’s not a signal to throw the data out. It’s a signal to get curious, to ask more questions, and to dig deeper until both the logic and the intuition align.
What is your forecast for how the most successful leaders will balance Human Intelligence with artificial intelligence over the next decade?
My forecast is that the most effective and sought-after leaders will be masters of integration. The false dichotomy of being either a “data-driven leader” or a “people-first leader” will completely dissolve. Success won’t be about choosing between Human Intelligence and artificial intelligence; it will be about skillfully weaving them together. The best leaders will be fluent in the language of data and analytics, but they will use that technology as a starting point, not a final verdict. Their real competitive advantage will come from cultivating the irreplaceable human qualities—empathy, humility, integrity, and a deeply-tuned intuition. They will invest as much in “grounding” practices and developing self-awareness as they do in new software. Ultimately, they will understand that the purpose of AI is to handle complexity at scale, freeing up their most valuable resource—their human judgment—to handle what truly matters: nuance, morale, and moral courage.