Second part of the leadership building block series. How are you being specific and targeted in what you do. Intentionality leads to specificity. Specificity leads to effective results and outcomes. Being intentional around interrupting and disrupting can lead to effective leadership and effective outcomes.
Hello, Doctor E. Right back at you with the second part of the leadership building block series. And in addition to vulnerability, I want you to think about intentionality. How are you being specific and targeted in what you do, where you do it, and most importantly, how you do it? There has to be some level of specificity in terms of what you're looking at, what you're hoping to accomplish, and all of the dynamics, characteristics, practices, habits that are associated with what you do and the results that you're getting.
I like to use a phrase that I, that I say intentionally disrupting and interrupting. How are you disrupting practices, habits, processes, and how are you interrupting all of those other kinds of things that happen on an institutional as well as an individual level that requires some specificity, which again, I think is being intentional. How can one be intentional? Well, great question. Think about it this way. If you aren't intentional around and about what you're targeting or what you want to accomplish, it's very much easily possible for you to get distracted or swayed from getting at some of those dynamics that hopefully will lead to the results that you want.
So the more intentional you are, the less swayed and the less distracted you can get in terms of your results, in terms of what you're doing and everything in between. Intentionality leads to specificity. Specificity leads to effective results and outcomes. So being intentional around how you interrupt and how you disrupt policies, practices, processes, habits, all of those other kinds of things can be very helpful and useful in terms of your leadership and in terms of your leadership development and growth.
Be intentional around asking yourself those types of targeted questions, as well as asking the institutional or the organizational structure system those same types of questions. Why do we do this the way that we do? Where did it come from in terms of development? How has it been helpful? Where has it been ineffective or not helpful? And then obviously, what can we learn or what can we glean in terms of moving forward? So intentionality is very important. And remember those two words as well, interruption and disruption.
Being intentional around interrupting and disrupting can lead to effective leadership and effective outcomes. So join me for the next two and we will continue to build and grow from there. Doctor E. And I'll see you soon.
