Why Is Intent Important?

Why is Intent Important?

My apologies, this blog article needs to be proofed.

Why is Intent Important?

Intent is an important thing in our world.  Energy can neither be created nor destroyed, it's just a matter of how it's used that determines whether it's for good or evil.  But, to understand what an intent is and how it is used, this discussion is going to be rather lengthy.

What is an Intent?

The dictionary, or more precisely, Dictionary Dot Com provides a definition of intent.

Something that is intended; purpose; design; intention; 

The act or fact of intending, as to do something: criminal intent.

Law, the state of a person's mind that directs his or her actions toward a specific object. (objective or result)

Meaning or significance.

Intent though in leadership is not as black and white as the dictionary would lead you to believe.  Nor is intent like an onion, where layers of intent can be pealed back.  No, intent is like more like threads, bundles, knots, layers all tied together into a ball of yarn, or a ball of rubber bands.  

Intent, or intentions, are constantly bubbling to the surface and falling to the center like a lava lamp.  What drives their priority and expression is how easily an intent or set of intentions can be achieved and who can or should know them.  

How are intentions used?

For a leader, intentions are the hardest thing to manage. In order to understand the full extent of intentions, we need to look at a lot of different questions around intent from six (6) different perspectives. 

First the Perspectives:

The Leader

The Followers

The Non-Followers

The Observers

The Outsiders

And now the questions:

Why does intent need to be managed?

What affect do intentions have on others?

How do intentions affect choices, actions and outcomes?

How are intentions used, misused, and guided?

How do intentions give rise to circles of influence?

Why are there inner circles?

Why are some intentions shared while others are kept hidden?

How do expectations drive intentions?

How do needs, wants, desires and goals affect intentions?

Why does intent need to be managed?

Intentions, as described above are a twisted ball of knots.  Constantly bubbling to the surface and falling to the center like a lava lamp.  What drives their priority and expression is how easily an intent or set of intentions can be achieved and who can or should know them.  And, everyone has them.

The leader, followers, non-followers, observers and outsiders all have their own set of intentions.  Intentions give purpose and energy to individuals. They bind individuals together through emergent behaviors, "Birds of a feather flock together".  Intentions draws the lines that determine who the leader, followers, non-followers, observers and outsiders are.

The goal drives the direction that everyone wants to go in.  If the goal is to get to the top of a mountain, then a group is gathered together with different experiences to reach the top of the mountain.  However, the reasons why everyone wants to get to the top of the mountain is different.  These reasons are their intentions. Some of them are expressed, while others are held tight to their chest, heart, deep inside.

The leader guides everyone on the decision points and breaks the ties about different options concerning every detail about the climb.  From what gear to take, to which side to climb, to when to use specific resources.  A leader may be an experienced climber, or it may be the individual funding the climb.  

Those that wish to go on the climb, but don't want or can't handle the pressure that leaders have to make, are the followers.  Depending on their intentions or reasons why they are going on the climb, followers take on various roles.  They become lieutenants to rally the troops, specialists for different parts of the climb, trainers to prepare the climbers or pack mules to carry supplies.  However the roles are distributed, every task, every item, every decision that can be thought of must be thought of on the ground, and a plan of action and conditional plans of action must be accounted for.  Up until the point that they either succeed in reaching the peek or conclude that the climb will end in failure.

Non-followers are those that don't wish to make the climb.  They have their own reasons and express them. They may not be interested in climbing. They may have a fear of heights.  They may not like members of the group. There are a myriad of reasons why people choose not to make the climb. But for whatever reason they are associated with the group, and express their dissatisfaction.

Outsiders don't care about the climb at all.  This group of people are disaffected by those that want to climb and don't want to climb.  However, depending on how passionate the followers or non-followers are, they may be persuaded to side.  But, normally their focus in on other goals, so their energy and intentions do not become entangled in the outcome of others that wish to see the climb happen or not.

Observers are critics that comment everything about the climbing group.  They may be followers, non-followers, or outsiders.  They generally don't take sides and do try to remain independent. 

All these people either affect or are affected by the outcome of the climb. Therefore, the things they say about the climb, the group, the decisions before, during and after the climb affect the groups success, willingness, or even the success of the climb.  They can create an atmosphere of confidence, blind confidence, doubt, or even call off the climb even before it has started.  And that is just from people interacting with people.

So when it comes to managing intentions, a Leader really has to surround himself with individuals who's intentions are to reach the summit successfully. He has to know that their intentions are inline with theirs. And those, who's intentions are not inline with the climb, need to have their reasons brought to light, addressed, and set aside in order to keep the groups focus on achieving the climb.

What affect do intentions have on others?

Intentions expressed verbally or through action as mentioned above impact everyone involved with the climb.  The intentions of non-followers, for example, can cause doubt or confidence in the climbers depending on how the leader uses or deflects the non-followers intentions.

"Planting the seeds of doubt", or "Planting the seeds of love", which would you want planted? Leaders make choices in who can make the climb and who can't through a myriad of reasons, factors, choices, and decisions. And, how skillfully the leader can elaborate on these will determine the groups success. It also determines how much energy the leader has to expend to keep driving the group towards the goal.

When leaders share their intentions with followers, it invigorates them.  It feeds the followers belief that they share a common goal, and way of achieving it.  Campfire discussions are a wonderful way to bring everyone together and motivate them. Share the intentions, grow deeper bonds and share deeper intentions, other goals, and help followers share in a belief that there is a next goal.

When followers share their intentions with other followers, it also invigorates them. Gives them courage and confidence to try harder, go farther, be better, and so on.  It also allows the members to bond by learning additional pieces about other group members that allow them to explore common bonds outside the group.

When followers share their stories with non-follower and outsiders, either directly or through observers, this is known as a testimonial.  Testimonials are important to the success of future expeditions for many different reasons.  While much of the actual planning stage may be hidden from view, each follower shares their unique experiences, describing a particular event where the leader made choices that affected the member in a positive or negative way.

When non-followers share their intentions with followers either directly or through observers, they have a negative impact on the followers unless the leader knows how to use the non-follower's criticism to build a strong group.  For example, if a non-follower feels that the climb is not safe because the leader has chosen a specific path, then the leader can discuss the various choices the followers have, and which ones make the most sense based on various factors that affect the climb at that specific point.

The negative impact will occur if the leader cannot elaborate fully enough on why one path is better than the other. Or why specific precautions are not necessary when taking this path. Or by even ignoring the question entirely.  And, it is highly recommended that a leader never ignore a question concern the goal, course being taken, their experience, their intentions, or their integrity.  When a leader cannot address these questions, their experience is not complete.

Observers have the advantage of having followed many different groups through their quests to climb mountains.  While observers can be followers, non-followers, or outsiders, their experience lends itself to looking at the factors involved in the climb from an introspective, detached and scientific aspect.  As impartial observers, they can provide valuable insight into the leaders decision making processes when he cannot.

How do intentions affect choices, actions and outcomes?

While goals give direction, intentions give purpose and energy to people to join the cause.  Common intentions cause more energy to be given to the group than to other groups.  However, counter intentions can draw energy away from a group, just as easily.  

When a leader expresses an intention, followers, non-followers, outsiders and observers are given a chance to determine how that intention affects them.  The intention may be to climb the mountain  but using a specific rope climbing technique, or taking specific people with them, or being the first to take a handicap person up.  What ramifications do these intentions have on who can, wants, or needs to join this group in order to succeed in scaling the mountain.

When followers express their intentions to fellow group members, they can energize the group members, leave them disaffected, or have no impact on them.  It can also build a stronger bond between the group members.  For example, let's assume that a group member is handicap and wants to going the mountain climbing group.  Could this individual make a passionate case for his inclusion, and gain support from other group members to help him make the climb.  

While expressing an intention can motivate some members, it can demotivate others.  Some members could see the addition of a handicap member as an additional challenge they are willing to take on, while others see too many risks and are unwilling to take them. Or other members had intentions of doing something else during the climb that may not be suitable while a handicap individual is with them, so they may withhold their intentions for this climb.

Intentions can turn follower into non-followers and non-followers into followers.  It really depends on the words used to describe an intention.  Leaders, followers, and observers use phrases to describe the intention, like sound bites or new article titles.  "1st handicap to scale Mt AntHill", "Risky mountain climb planned!", "Leaders choice questioned!", or "Another 1st for Handicapped!"

Articles written by observers advertise the intent of the leader and the group, and can even bring outsiders into the fold to support or comment on the groups decision.  Support for helping a handicapped individual to a mountain peek could be a big thing. Maybe this even is needed to help motivate other handicapped individuals see their own potential to overcome obstacles. 

Thus the expression of intentions can affect the pressure various groups and / or individuals feel to support or with hold support. These intentions to make the leaders, followers, non-followers, outsiders and observers choices on how to act.  Which is why some members wait until a choice is made before acting.  Why act, until a choice on which options to take on executing an intention is made.  The wrong action can lead to resources being wasted.

How are intentions used, misused, and guided?

In order to understand this question we need to look at another factor concerning the types of leadership that can be expressed.  While there are followers, non-followers, outsiders, and observers, there are followers who have plans beyond the groups.  As mentioned in the question, "How do intentions affect choices, actions and outcomes?", it is possible for one group to tag into another groups goal and use that to leverage other goals.  

This can be a blessing and a curse to have other outside interests following a groups success. The blessing is that the group is receiving support to achieve its goals.  However, in achieving that goal is the group helping another group achieve its goals?  And what are those goals?  Are they inline with what the first group wants?

Intentions can be used, even misused in this fashion.  Let's assume that by having a handicapped individual traverse the mountain is a risky proposition.  The one group that is supporting the climb could just as easily play the odds to cover their losses.  For example, let's assume that bets are being placed in Las Vegas about the success of the climb.  The group is an insurance company that wants to raise public awareness about their products, but at the same time realizes that the risk to reward ratio is out of alignment. So they place a bet to insure that they make money either way.  They will loose the bet if the climb is successful.  They will win the bet if the climb is unsuccessful.  Now the game has changed, and the motivations for succeeding with the original goal to climb the mountain no longer is about climbing the mountain  but which bet will make the most money for the insurance company.

Intentions can also be used to guide.  For example, while the groups goal may be to take a handicapped individual up the mountain, the choice of which handicapped individual to take up, and why can be influenced by other intentions.  For example, if an outside group wishes to support such an effort and make a larger story out of the experience, then selecting the right handicapped individual would prove a better strategy, then using someone the general population doesn't know.

Unfortunately, these situations are why circles of influence exist around leaders.  Why lobbyists constantly talk to congressmen to find out what legislation is coming up and how it will affect their industries. 

How do intentions give rise to circles of influence?

While goals are the direction, intentions are the purpose and energy that drives individuals toward the goal.  The more people that know about a goal and the intentions the more complicated it can become. 

While the initial goal to climb the mountain was to take 5 people, one being handicapped, with additional influences now driving the decisions, these interest may start demanding that the group be accountable in some fashion.  For example, sending out photos and articles of how the journey is affecting the handicapped individual.  

As described above, the group may not be aware of what sponsors are doing, thus these sponsors may be taking both supportive and unsupportive. Observers watching these sponsors may find these actions out of line with the true intentions of the group.  The group and the sponsors risk exposure then.  So, a circle of influence is formed.

The circle usually consists of a tight nit group of followers that want to see the goal achieved. They agree to keep the intentions of the group as close as they can.  Thus, the term "Need to know" becomes a standard saying.  

While this tight circle interacts with those that they need in order to arrange the climb, they also control who knows what and when. The trade off for this method is that while the information is controlled and fed as they want, it can prevent their intentions from reaching a larger group that may support them, but it also allows them to have greater control over who interacts with them, and from an observers standpoint, could raise greater suspicions about what is really happening, if a plausible explanation about their intentions is unrealistic.

Why are there inner circles?

As explained above, inner circles are used to control the flow of intentions.  Those in the know, know the leaders intentions, and those not in the know don't or only know bits and pieces.  This makes for great fodder and mystery movies when a plan is executed and people want to understand how the plan came together and unfolded.

Another reason to use inner circles is to share intentions for a larger project beyond climbing the mountain, or bringing along a handicapped individual. It may be used for planning future expeditions. How the group can encourage others to follow. 

A third reason for inner circles is to keep detractors out.  These individuals are people who purport to be followers, but really are non-followers that constantly work to dissolve the group.

A forth reason for inner circles is to build strong bonds with the group members by always having a back room that members want to be part of.  It takes time to get up through the levels.  The more time they spend working through the levels, the more time the leaders have to learn about the individuals intentions.

Why are some intentions shared while others are kept hidden?

By now this should be an easy question to understand the answer to.  When intentions are shared there are followers and non-followers that will help and hinder the goal.  There are groups that will use the intentions to help the leader just as easily as they would hinder it.

Intentions can also inadvertently lead the group to believe or see the wrong thing. This can become a Public Relations nightmare. This is why larger groups discuss communication strategies.  Releasing an intention into the group needs to be seen as a positive move.

However, a non-follower who's intentions are to disrupt the group and who's integrity is incongruent, can cause disturbances within the group by sowing seeds of deceit.  While this individuals intentions are not shared, they will inject conjecture about what the intentions of the leaders and inner circle are.  If the true intentions where shared, the real issue could be dealt with directly.  And, usually the reason for this method of disrupting a group is usually focused on one of the seven (7) deadly sins.

How do expectations drive intentions?

Expectations are another form of intentions. Unfortunately, unlike true intentions, expectations are intentions that are held onto about the outcome of a goal. And they cloud the judgement of the leader and followers. The block the leader and followers from seeing the options that are available. And lead to the statement, "The end justifies the means!"

With the goal providing the direction, intentions providing purpose and energy, and options providing choices, why should a leader get caught in expectations.   And yet, expectations are a form of goal.  Maybe a form of short term goal, or way that the goal is to be achieved.  Leaders get stuck.

The growth of a leader or a group is not in establishing a specific pattern on how something should be done, but exploring the full range of how something can be done.  The more experience the leader and group is about doing mountain climbing the better prepared they are to handle unexpected circumstances.

How do needs, wants, desires and goals affect intentions?

Needs, wants and desires are goals, with expectations attached to them.  And, just to be clear, even a short term goal is not an intention.  A goal is an outcome of intentions.  So, the intent to reach a short term goal, is still an intention.  Until the goal is reach, it is not a goal, it's just an intention.

If you need something, like water, there are many options to choose from in getting the water, like: melting fresh snow, flowing streams, tap water, bottled water, and so on. Until you have the water, your intention is to procure water.

Thought, as mentioned, needs wants and desires come with expectations attached.  For example, while planning the climb, the leader and group may set specific requirements on what is needed to successfully scale the mountain.  These needs then drive the intentions to gather the materials specified.

Building Your Following

GREAT Sales Reps never sell a product, they let their prospect sell themselves on how the product or service will benefit their client. The reason is, if the sale goes wrong the buyer can blame the Sales Rep for convincing them to buy this product. If the buyer convinces themselves, and it doesn't meet their needs, the buyer will consult the Sales Rep again concerning the new requirements that were found. This is why teachers make the best sales reps.

Based on the definition of Leadership, "Guiding Intent with Integrity" toward a goal, a Sales Person who is in complete integrity, is only there to help you figure out what is the best product or service you need.

At no point do GREAT Recruiters and Sales Reps change people's perspectives, they rely on finding people who have a specific business or personal problem and matching them up with a product or service (aka a solution). In this case, Recruiters and Sales Reps are acting as middle men consultants.

True leaders don't have a goal. If they happen upon a group, and the group has a goal, then the leader helps the group achieve their goal.  However, if the leader needs additional skill sets to achieve the goal, then they need to find people who might be interested in their cause. And, then explain, when asked, how this cause will benefit them, the local community, or humanity in general.

As in Tribal Leadership, while stage 4 company still considers the competition to be outside them, and a stage 5 company sees the business or personal problem as the competition, internally, these companies avoid conflict and internal competition by focusing their employees on solving the business or personal problem. This business or personal problem becomes each employees cause. In some small way they are helping to understand and resolve it.

Concerning finding individuals interested in this cause, requires a marketing background. Based on "Crossing the Chasm" by Geoffrey A. Moore, there are 5 groups of people .. enthusiasts, visionaries, pragmatists, conservatives, and laggards. Each of these groups require their own unique way to connect and have their own reasons why they would join any cause.

Another tidbit that most people don't know, which is hidden in, "Rich Habits", by Thomas C. Corley, is that Rich People find / make excuses to talk to anyone and everyone. Why? Because, people have information, aspirations, dreams, hopes, fears, and alike. And by understanding what these are, Rich People use them to find qualified leads to people who want to join their cause.

And, finally, another secret about selling ... Sales Reps never tell you about any of their products or services until you ask. When you are curious about them is when they show you how their product or service will benefit you. Until then, you're just a good friend, who has other friends, who might need their product or service.

The Truth About Leadership - part 1

“The Truth About Leadership”, (2010) by James M Kouzes and Barry Z Posner, ISBN 978-0-470-63354-0.

“The Truth About Leadership” talks about 10 truths.  They are:

You Make a Difference

Credibility is the Foundation of Leadership

Values Drive Commitment

Focusing on the Future sets Leaders apart

You Can’t Do it Alone

Trust Rules

Challenge is the Crucible of Greatness

You Either Lad by Example or you Don’t Lead at All

The best Leaders are the Best Learners

Leadership is an Affair of the Heart

The book claims to be about “Fundamentals” and how they are the “building blocks to greatness”.

So let’s put these truths to the test against the definition of Leadership, which is, “Guiding Intent with Integrity”.

The book starts by making a fundamental mistake.  It does not define a definition of leadership from which these truths are based in.  This mistake allows for many other misunderstandings to follow. An explanation follows as each truth is examined.

6 Tips on How to “Partner” with a Corporation

Below are steps to consider, with suggested reading material, concerning building partnerships with corporations.  There are many more factors involved than are described here, which present themselves through the suggested reading material.  And for transparency, this post was influenced by another post ...

Safeway Foundation: 6 Tips on How to “Partner” with a Corporation

http://thirdsectortoday.com/2013/09/09/partner-safeway/#comment-19

Step 1 - Marketing - identifying your suspects, making your target audience aware of your organization's goals, through initial / personal contact letters. Those looking to understand in greater depth what suspects, prospects should read: - "Crossing the Chasm" (1946), Geoffrey A Moore, ISBN 0-88730-717-5. - "Little Black Book of Connections" (2006), Jeffrey Gitmoer, ISBN 1-885167-66-0. - "Online Marketing Research" (2001), Joshua Grossnickle and Oliver Raskin, ISBN 0-07-136114-6 - "Strategies for e-Business" (2005), Tawfik Jelassi and Albrecht Enders, ISBN 0-273-68840-5

Step 2 - Breaking the Ice - connecting with your prospect in person, and engaging in a discussion about what motivates / drives them. When where why and how do they choose to engage in an alliance, supporter role, sponsorship or a partnership with another organization. And most importantly, how can your organization help them with their fund raising and marketing efforts? - "The Art of Mingling" (1992), Jeanne Martinet, ISBN 0-312-08316-5 - "Questions that Sell" (2006), Paul Cherry, ISBN 978-0-8144-7339-9 - "Power Questions" (2012), Andrew Sobel and Jerold Panas, ISBN 978-1-118-11963-1

Step 3 - ReUse, Rinse, and Repeat Step 2 again, and again in successive meetings. This builds familiarity and confidence in both organizations. "I can trust you can be there, you can trust that I will be there." Sales people loose patients. Marketers know that it takes 7 different meeting points before a suspect will become a prospect. Also, during this time you can "Qualify" your suspect - "Make sure they are a fit for partnership with your organization." You may find that they have a dirty little secret that could damage your organization.

Step 4 - Small proposals - Using information gleaned in Step 3, write a strong proposal for your prospect. Proposals describe the prospects current situation, desired results and benefits that will receive when they complete the project. Each proposals is tailored uniquely for a particular prospect. No two proposals are identical, since each client has their own set of hot button issues and evaluation criteria. Propose a small project to test how well both of you can work together. Can "YOU" co-coordinate a project? - "Writing Winning Business Proposals" (1995), Richard C. Freed et.al., ISBN 0-07-021924-9 Step 5 - The First commitment – To prepare, start by reviewing books on fund raising, project management, motivating followers and leadership. John C. Maxwell makes a good point in his book, "When you can lead a group of people who have no reason to follow you, you are a leader" - "The Everything Fund Raising Book" (2003), Rich Mintzer, ISBN 1-58062-953-9 - "PMBOK" (2004), Global Standard, ISBN978-1-930399-45-8 - "Organizational Behavior" (2007), Stephen P. Robbins & Timothy A Judge, ISBN 0-13-189095-6 - "Motivating & Rewarding Employees" (1999), Alexander Hiam, ISBN 1-58062-130-9 - "1001 Ways to Reward Employees" (2005), Bob Nelson, ISBN 0-7611-3681-9 - "Leadership 101" (2002), John C. Maxwell, ISBN 0-7852-6419-1,

Step 6 - Joint rights and responsibilities - Who is responsible for what when where and how? Many of the books above will prepare you for who needs to do what, this is part of Project Management. One point here is that of Cross Marketing. The organization you are partnering with is helping you to raise awareness and/or funding for you, and you are raising awareness of how they are helping you, which will bolster their bottom line ... In other words, if you help them sell more product, you help them pay you more money. It's a simple reciprocal equation. - "Contracts" (2010), Richard Stim, ISBN 978-1-4133-1281-2

Step 7 - Meeting Regularly & Mixing It Up! - No one likes change, and no one likes repetition - it becomes stale, dull and boring. This is similar to Step 3 - ReUse, Rinse, and Repeat. Each organization's situation changes, and it is important to stay on top of these changes and how they will affect both organizations. You will need to continue using Step 3's wisdom to insure that Step 4's proposals are relevant.

Can Leadership be Taught?

Leadership is not an innate trait built into genetic code, nor is leadership provided through the "Divine Right of Gaud".  No instead it is a natural phenomena that can be nurtured and taught.  There are many reasons why some people seem to become great leaders and others don't become leaders at all.  But that is for another article, in this article I'd like to discuss the topic of teaching individuals how to become leaders.

Leadership is guiding intent with integrity. These three qualitative values "Guiding", "Intent", and "Integrity" work together to help people choose a style of leadership that works for them personally as well as works for the group they are guiding.  The first step in teaching someone to be a leader is to help them see the vast range of methods used to guide.

Guiding someone is not an art.  Someone asks a question, you give an answer.  You point them in a direction.  You provide them with feedback on what has happened.  You console them.  The guidance provided though is based on your intent.

Your partner asks you if this looks good, how do you respond and why do you respond in that manner?  Do you tell them that they look good even when they don't?  Do you tell them that they don't look good in that outfit?  Is the outfit appropriate for the environment you are going to attend?  Or do you find another way to help them towards their goal?

Intent isn't just about your intent, it's also about their intent.  What is it that they intended for themselves.  If your partner wants to look good, then the language you use will help guide them to a better choice.  Or the language you use will trigger an emotional episode.  Is your intent to make them emotionally dependent on you, or emotionally dependent?

Finally there is integrity.  Integrity has many different synonyms that mean roughly the same thing:  accountability, ethics, morality, virtue, sound, honest, chaste, and so on.  In the sense that we will use integrity here, it is in relation to the social contract.

The social contract is the written or verbal agreement made between the leader and the follower.  The accountability determines whether or not the leader and the follower are following this social contract, and if not how are they correcting each others deviation from the contract?  Are they demanding that the contract be adhered to, are they  penalizing each other for not holding to the contract, are they talking about the contract as malleable  or are they looking at the social contract as the target they want to reach?

There are many different things that the social contract can become.  It can become a beacon of hope, or a weapon to beat each other up with.  It depends on how the contract is designed and what it is designed to do.  As this is an agreement between two people, the contract can always be re-evaluated and adjusted as needed.  But, in order for that to occur, both parties need to be willing to examine how the contract is affecting themselves and see how the contract is affecting others.

A good question to determine if the social contract or integrity of the people involved is in line, is to ask, "What is the goal?"  Many people use rules that determine a persons integrity.  Above 50% and you're good, below 50% and you're bad.  However, in many games there is the goal at end of the field.  In order to reach that goal all parties have to work together to reach it. So, if the social contract is written at the 50 yard line, then the parties involved are constantly battling over who is in integrity.  But if the social contract is written with a focus on the goal, then every play that helps everyone move towards the 100 yard becomes a positive reinforcing step in the right direction.

While the short answer is that leadership can be taught, there is a lot to learn about what affects leadership.  While looking at Guiding, Intent, Integrity, and the Goal we also learned that language and the social contract play an important role in the guidance given. We can make people dependent on us or independent on us. We can celebrate the small victories or fight over the small upsets, the question is what is used to measure progress, and where is the goal marker?

The Truth About Leadership - Part 4

Values Drive Commitment

“Energy is neither good nor evil, it is the intent by which it is used that determines it’s helpful or destructive force”, Dungeon Master, Dungeons and Dragons Cartoon Series. I think Albert Einstein was also quoted saying something similar to this, after his discovery that Matter and Energy can neither be created nor destroyed, they just change forms.

Page 39 lists a series of values: success, wealth, family, freedom, growth, love, power, spirituality, trust, wisdom, health, honesty, and integrity. It also asks, “What do you really care about?” This question and these categories are about where you’re willing to place your energy into. Since thought is energy, in the human context, then intentions is the proper word for our actions, which are the physical manifestations of our thoughts.

This chapter argues the case that expressed values drive commitment. This argument is false since unexpressed values can just as easily drive a person’s commitment, just as easily as can expressed values.

In addition, this argument mixes intent and integrity. Intent as I described above is the energy or thoughts we have about different aspects of the human condition. Integrity is whether or not we maintain the social contract with ourselves and others. Or to put it in a context that is closer to what this chapter is discussing, what if everyone had an unwritten, mainly spoken, contract with each other. What would that contract be about? And why would you choose to honor that contract? Now, what if the spoken contract were not the contract you are choosing to follow, but instead have a hidden agenda. Now the difference between intent and integrity becomes clear.

Commitment occurs when two or more parties agree on a verbal social contract. I will commit to working, playing, spending time, and/or being with you, if your intentions at the time are the same as mine. For example, let’s go biking. This is simple enough, until the leader finds that after 6 degrees of separation, their ex-love happens to be a member of the biking group consisting of 200 people. And for the next 5 hours they are going to be touring through some very lovely terrain. Now this is a quandary for the leader of the biking group. Should he lead the group, or leave because someone’s values he can no longer agree with is a member of the group? (Grist for the Mill, or Sauce for the Goose?)

The social contract that the bike leader agreed to was, “To lead the biking group on a tour.” However, if his intentions or positions on his judgments towards his ex-love are made known this may end the biking tour for that day. However, if he withholds these judgments, the biking tour may go forward, everyone may have a great time, and as long as there is physical distance between the two, they may both separately enjoy the tour.

In this case, it is not expressed value that is driving the decision, but unexpressed values, which allows the bike tour guide to remain in integrity to his contractual obligations. Others may be aware of his dis-ease, and feel that he is upholding a great sense of integrity as he leads the tour, all the while knowing the personal emotional strain he is under.

The case that is used here is around an employment opportunity. As “The New Leader’s 100 Day Action Plan” (2009) by George B. Bradt, et. al., ISBN 978-0-470-43984-5, location 533 states, “There are only 3 fundamental questions asked during an interview: 1) Can you do the job? 2) Will you love the job? 3) Can I tolerate working with you?” Or put in other words: Skills, Enthusiasm, and Culture, or Strengths, Motivations, and Fit. Enthusiasm and motivations are forms of intent. Why do you want to be a leader? What motivated you to become a leader? Why did this particular issue cause you to become more engaged and enthusiastic than other people?

If I were to answer my own question, “Why is it important for me to write book reviews on leadership?” I think the answer would be, “Because I found the definition of leadership. I want to share it with people. I want to help foster others who are using the correct techniques to grow and empower positive leaders. I want to help the general public recognize people who are bad, negative, and dark leaders.” This answer demonstrates the three key points George made earlier: skill, motivation and culture.