21. Trust Your Instincts - Spotting Workplace Red Flags

How to act when you have concerns about an employee but no hard evidence.

Imagine this -  You’ve been managing your team for a while, and things generally run smoothly. But lately, something about one of your employees feels off. You can’t put your finger on it—there are no clear infractions, no rule-breaking, nothing concrete to act on—but your intuition is telling you that something isn’t right.

Maybe they’re less engaged than usual, avoiding certain discussions, or acting defensively in situations where they never did before. Maybe you’re picking up on body language, subtle behavioural shifts, or inconsistencies in their communication.

As a leader, you trust data and facts, but HR psychology tells us that intuition plays a powerful role in decision-making—especially in people management. But how do you act on a feeling without risking unfair treatment or unnecessary conflict?

Ignoring your gut feeling could allow a small issue to escalate, while acting on it without evidence could lead to mistrust and resentment. Finding the balance between intuition and objectivity is key.

The Solution – Balancing Intuition with Professional Due Diligence

While intuition is valuable, acting solely on a "gut feeling" can lead to unfair treatment and legal risks. Instead, leaders must approach the situation strategically, using structured observation, active engagement, and subtle fact-finding before taking any formal action.

Here’s how to navigate this delicate situation professionally and effectively.

1. Take a Step Back and Assess Your Own Biases

HR psychology tells us that leaders are influenced by unconscious biases, which can create "funny feelings" based on personal experiences rather than actual workplace concerns.

Before jumping to conclusions, ask yourself -

• Is my feeling based on objective workplace behaviour, or personal perception?

• Am I assuming something because of past experiences with other employees?

• Is my concern linked to a recent workplace event that might be affecting my perception?

This self-check ensures that your concerns are grounded in observation rather than unconscious bias.

2. Observe Patterns Over Time

A one-time "off" moment doesn’t necessarily mean anything—but if patterns emerge, they might indicate a deeper issue.

Start documenting your observations over a short period (1-2 weeks), focusing on -

• Changes in body language, mood, or energy levels.

• Shifts in performance, accuracy, or engagement.

• Interactions with colleagues, clients, or management.

If nothing concerning surfaces, your "funny feeling" may have been situational. But if patterns continue to emerge, further exploration is warranted.

3. Engage in Subtle, Open-Ended Conversations

A direct confrontation isn’t necessary at this stage. Instead, use subtle but strategic check-ins to gauge their responses.

Casual, non-threatening questions such as -

• "How are things going for you lately?"

• "Anything on your mind that’s been challenging?"

• "Are you enjoying your work, or is there anything you’d like to adjust?"

This non-accusatory approach can help uncover personal or work-related issues without making the employee defensive.

4. Seek Additional Perspectives

If your concerns persist, check in with other trusted colleagues (without leading them toward an answer).

For example -

• "Have you noticed any changes in how [Employee] has been working lately?"

• "How’s team morale feeling overall?"

• "Have there been any recent workplace tensions I should be aware of?"

If multiple people echo similar concerns, there may be a genuine issue. If no one else notices anything unusual, consider that your feeling may not be workplace-related.

5. Conduct a Private, Low-Pressure Check-In Meeting

If, after gathering insights, your concerns remain, arrange a one-on-one conversation in a private setting.

How to approach this conversation professionally -

• Be non-accusatory -  Start with a neutral tone.

• "I've noticed you seem a bit different lately, and I just wanted to check in and see if everything is okay."

• Allow them to share first—they may reveal an external stressor affecting their work.

• Keep it open-ended and supportive rather than investigative.

If they confirm there’s an issue, discuss how you can support them moving forward. If they insist everything is fine, respect their response but continue to observe professionally.

6. Trust Your Instincts—But Use Facts to Act

If, after all the above steps, you still feel uneasy, but nothing concrete emerges, take a proactive but measured approach -

• Continue monitoring performance and workplace interactions without micromanaging.

• Revisit the issue only if new, objective concerns arise.

• If a workplace policy risk is suspected (e.g., misconduct, security risks), consult HR or legal advisors to determine next steps.

HR psychology advises that leaders should always trust their instincts—but act on evidence, not feelings alone.

Reflective Scenario – What Would You Do?

A long-term employee, usually reliable and engaged, has recently become withdrawn, defensive, and less productive. You sense that something isn’t right, but there’s no concrete evidence of misconduct or performance decline—just a gut feeling.

Using the strategies above, you might -

• Observe their behaviour over a few weeks to identify patterns.

• Engage in casual, supportive conversations to encourage openness.

• Seek input from other team members for additional perspectives.

• Hold a one-on-one check-in meeting if concerns persist.

By approaching the situation with empathy, patience, and professional structure, you balance intuition with responsible leadership.

Golden Nugget - "Intuition is a leadership tool—but it must be balanced with observation, engagement, and facts before taking action."

By combining instinct with structured workplace assessment, SME leaders can make informed decisions while maintaining trust, fairness, and professionalism.