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.

 

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