Breaking free from autopilot with action and intention

Two fundamental elements—intention and action—are at the heart of creating change. Simple in concept but powerful in practice, these forces work together to drive meaningful progress. As we better understand how they interact, we can more effectively create the changes we want to see.

Part 1: Action

Nothing happens or changes until someone does something. As leaders, we are in the behavior-management business. Choosing our behaviors and observing those of others is a big part of our job. Action also dictates and informs our improvement. It is okay if we have learned something, but until we turn it into action, the learning is ultimately less than helpful.

Part 2: Intention

When disconnected from action, intention can be unhelpful and unhealthy. Note the proverb, “The road to Hell is paved with good intentions.” In this view, intention without action gives the concept a bad name.

But intention, when applied to action, helps us overcome the status quo, break from unhelpful habits, and set the stage for acting in new and specifically chosen ways.

The combined power

When we combine intention and action, truly good things can happen. If I have decided to respond in a new way when I see a situation, I have set an intention. When you change your response in that situation, you will get better results or learn something to apply intentionally next time.

If I attend a training session, read about a concept in a book, or hear about it in a podcast, I can decide to apply it when appropriate. There is the intention. When I couple that with action, I will get a new result.

Intention is then a powerful antecedent to purposeful and flexible action. If we do not intend to try something new, we will continue to operate on autopilot. With intention but no action, there is often guilt or a loss of confidence.

Tapping the power

To tap the power of intention and action, we must:

  1. Recognize the power. Realize that a new intention is likely needed if we want any change in our behavior and results.

  2. Be willing to move past norms and habits. To have a chance for change, we must let go of the tried, true, and automatic.

  3. Try the new thing. Once you have decided a new intention is helpful, resolve to do what you intend rather than what is automatic.

  4. Reflect. Consider what worked and what didn’t, and set a new intention for your next opportunity.

When we do these four things—when we couple intention and action—we have a chance to get even better results. But until we make that choice, we will likely get the same results, and in a constantly changing world, consistent, automatic action might diminish results.

Note: If you find this idea of being flexible as a leader valuable, you will want a copy of my new book, Flexible Leadership: Navigate Uncertainty and Lead with Confidence. This book thoroughly explains what it means to be a flexible leader and provides a toolkit for becoming more effective and flexible.