Being Intentional: Deliberate Human Reasoning

Now in earlier episodes, I've talked about followers being an obsolete term, as I only see leaders and aspiring leaders, which is resident in what I call a trust and inspire culture that fosters intentional leaders who stay to the left of the problems and they scale to uncertainty.

Followers is more so a reactive term where aspiring leaders is proactive.

As I speak of proactiveness, I recall when I was working on the chief of labor operations staff and at McGreen, it would always say we have to get to the left of a problem.

So I look at his comments.

as framing the problem to a point where we have to be intentional and deliberate in all our undertakings.

The approach characterized this whole process of being intentional and deliberate.

So it was all about heading off problems, which personified intentional leadership, where intentional leaders, they stay to the left of burnout and knee-jerk recourses.

They develop deep benches and they lead through people for leadership in depth.

Now, in previous episodes, I have also been more scripted and rehearsed in my processes here.

But today's discussion, I will be more ad lib for effect.

You know, I will talk about the what, you know, the routine and conditions and managing uncertainty.

And also I'll talk about the how, which is communication imperatives.

So familiar is the cliche, a plan doesn't survive first contact.

This discussion will equip leadership coaches to remain intentional despite that first contact.

So the methodology that I will illustrate here is resident in my depiction of what I call strategic thinking and strategic acting in the same place at the same time.

So essentially, we don't synchronize planning and execution.

So this happens when we have what I call through leadership in depth, collective intelligence, and a disciplined regimen.

So this approach offers preventative measures to preempt corrective actions as proactive approaches dismiss those reactive recourses I talked about earlier.