Good Instincts
Work gets complicated when people are involved. There is not always a policy, script, template, or perfect answer for what happens next.
Good Instincts helps you build the judgment, confidence, and practical people skills to navigate those moments better.
You can learn the process. You can read the policy. You can memorize the framework.
Then a real person walks into the room.
They react differently than you expected. Something changes. The conversation gets uncomfortable. The answer is not obvious.
That is where Good Instincts lives.
See how Good Instincts worksStart with the problem
Know yourself. Read the person in front of you. Adapt your approach.
Feedback, accountability, conflict, coaching, and the conversations people tend to avoid.
Navigate gray areas, challenge assumptions, and make the call when the answer is not obvious.
Create relationships strong enough for honesty, challenge, accountability, and growth.
Set expectations, manage up, influence, follow through, and become the kind of leader people want to work for.
Zoom out, connect the dots, anticipate what happens next, and solve more than the problem directly in front of you.
Our philosophy
They are built through experience. Self-awareness. Curiosity. Better questions. Understanding people. Understanding the business. Making decisions. Getting some things wrong. Reflecting. Trying again.
Good Instincts helps you build those capabilities intentionally instead of waiting for years of experience to teach them the hard way.
The Good Instincts Method
Pay attention to what you are seeing, hearing, and feeling.
Ask one more question.
See the person, not just the behavior. Zoom in on the person and zoom out to the system.
Know your default. Read their preference. Adapt your approach.
Test your assumptions, consider the impact, and make the call.
Create clarity. Say what needs to be said. Follow through.
Learn from what happened and carry the lesson forward.
The Instinct Check
The situation
A manager tells you an employee has been underperforming for months and wants to move to formal corrective action. You ask what feedback the employee has received.
The manager says: “Nothing formal. But they know.”
What are you noticing?
Ask one more question
If I asked the employee today what’s expected of them and how they’re doing, what would they say?
The Good Instinct
“They know” is not the same as “I told them.”
Read the room
Everyone has a default. Good instincts start with noticing yours, then reading the person in front of you. The principle may stay the same while the delivery changes.
Something useful today
Something landed on your desk and you’re not sure whether it’s yours to handle or something to take upstairs. This one-page worksheet helps you think it through before you ask, so you either own it with confidence or escalate with a clear ask.
That quiet “hmm” you can’t quite explain is information. Here’s how to take it seriously without jumping to conclusions.
There’s a conversation you’ve been putting off, or one you know is coming and can’t avoid. This field guide helps you prepare, start, stay steady in the middle, and follow through after.
Meet Meghan
I have spent my career in the conversations where there is not always an obvious answer: coaching leaders, navigating performance and employee situations, building talent and leadership systems, and helping people figure out what actually needs to happen next.
The thing I have learned is that the hardest parts of work usually are not the policy or the process. They are the human parts.
Good Instincts is where I teach the judgment, questions, conversations, and people skills experience usually teaches the hard way.
The Instinct Session
Bring the situation. Let’s work through your thinking.
Pathways
Articles, videos, real-world scenarios, and The Instinct Check.
Practical tools, field guides, worksheets, and toolkits for situations happening now.
Instinct Sessions and coaching that help you strengthen your own judgment rather than depend on someone else for the answer.
Workshops, manager development, HRBP development, team learning, and organizational tools.
A future personal space to practice, reflect, and see your growth.
What we believe
A good manager can get results. Great leaders do more.
They notice when something changes. They ask before they assume. They tell people the truth. They create clarity. They hold people accountable. They care about growth. And they remember that the person sitting across from them is a person before they are an employee.
Years from now, people may not remember every goal you hit. They will remember what it felt like to work for you.
If that is not the kind of leader you want to be, Good Instincts probably is not for you.
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