Peter Hinssen often shares the idea that there is more fiction in Excel than in Word in his amazing keynotes, and he has a point. By the way Peter remains one of the best speakers on a stage I have seen, he keeps making me smile, laugh even though I know his keynotes almost by heart, as I have the opportunity to see him speak often.
But back to the numbers, they may look precise and convincing, but they can also give a false sense of security. Some managers rely so heavily on their spreadsheets and reports that they forget to look up, notice what’s really happening, and sense when the ship is quietly sinking.
Don’t get me wrong numbers matter. A good manager should know how to read figures, understand data, and make decisions based on them. But the best leaders know that numbers never tell the full story. Behind every figure there are people, context, and nuances that no cell in Excel can fully capture.
That’s why gut feeling, intuition, and curiosity remain so important. Data might tell you what has happened, but your gut helps you sense what might happen. And often, it’s that combination of logic and instinct, numbers and human insight. I stay convinced that this makes the difference between reactive management and true leadership.
The danger comes when we hide behind the numbers, using them as an excuse not to make bold decisions, or not to face uncomfortable truths. Spreadsheets don’t save companies. People do. And leaders who dare to trust their intuition, alongside the data, are the ones who can navigate uncertainty.
So maybe the question we need to ask ourselves is this: Are we using numbers to guide us or to blind us?
