You Can Tell Leaders Anything, But They May Not Agree

My vote for Entrepreneur of the 1980s goes to Ted Turner. Since 1980, he has developed Cable News Network into what many describe as the world's most important news organization. The impact of CNN was felt with the fall of communism in the Eastern Bloc and during the Persian Gulf War. Clearly, the world is different because of CNN. 

When Turner announced the formation of CNN, he was universally ridiculed as a dreamer. Later asked during a BBC interview how he knew a market existed for 24-hour television news, Turner replied, "I just knew it." 

Turner's decision was courageous. It wasn't based on massive market research. His decision was, to a large extent, based on intuition. That's how it is with many significant accomplishments. The courageous leader has a sixth sense, believes he or she understands something others don't, and sets out to prove it. More often than not, a strong intuitive idea hatched by an entrepreneurial mind is a winner. 

Indeed, decision making is more a process of filtered intuition than of numbers, graphs, and research. That's one reason why new ventures have trouble raising money. Only one person has the vision, and it's hard to communicate one's intuition. 

Through experience, seasoned decision makers come to understand the best opinion is their own. No amount of advice can replace a strong instinct. That doesn't mean the opportunity always works. It means one's intuitive track record is a significant decision input. It means the ability to think contrarily is important. And it means the consensus view is just as often wrong as right. Experts are a dime a dozen. The achiever pays little attention to their often errant consensus. 

Many significant achievements find little support during the initial stages of consideration. If you thoughtfully and intuitively believe in an opportunity, stay with it. Even though others may disagree.