What are you there for?
This is an important question. Simply because the answer is not always the same. We think it is, and therefore resort to a default setting. This setting usually leans to the area of our preference.
If I prefer to think big picture or play the philosopher or drive the action I am likely to always do that. What if the situation requires something different from me? Recognizing this possibility is an indication of other-centeredness, the hallmark of many a good leader.
Acting on it is the embodiment.
Some things are too important to just raise an opinion on or give direction.
Some things are too important not too.
