So that is an overview of the first nine.
And that is, again, kind of the conventional wisdom,
the canon in the field and that's where we started.
When we first started using this tool, building this tool years ago.
But in working with executive MBAs and studying the literature,
we thought there were a few components missing.
And we've added three.
And we think of them as meta-tools,
they are kind of tools to figure out how to use the other tools.
They are agency, intentionality and situation awareness.
So let's spend just a little bit of time understanding what these three mean.
Agency is shaping situations, influencing circumstances to suit needs,
challenging status quo, accepting nothing as fixed.
It's connected to the ideas of initiative and control.
It's connected to research in sociology on rule breakers.
We've seen many examples in this course, Robert Moses,
Janette Sadik-Kahn, that illustrate this.
Some of the behaviors we assessed through questions.
Creating new alternatives, acting before being asked to.
And, again, Janette Sadik-Kahn, she is a great illustration of this here.
She is Transportation Commissioner, or was.
In recent years, Transportation Commissioner in New York.
And she gets credit for these pedestrian only zones in New York.
She really transformed the landscape in New York, in a way that no one would
have thought possible, cutting through red tape, largely on the heels of her agency.
She did other great things, but she was not willing to take anything as fixed.
Most folks think she was the most influential Transportation Commissioner
since Moses.
And we mean Robert Moses there.
And if you look at our data, which we will in a minute, this always shows up.
Every group we've ever tested,
it shows up as the most important strategy empirically.
The second of the new tools is intentionality.
Intentionality is acting with the goal in mind.
Relentless pursuit of goals, eschewing distractions and secondary rewards.
This is connected to, Jeff Pfeffer talks about it as focus.
There's obviously decades of research on goals.
We've seen examples in this course from Robert Moses and Sergio de Mello,
which I'll elaborate on, again, in a minute.
The survey questions we use to assess this include things like,
is careful to understand the steps necessary to achieve goals.
Is resilient in the pursuit of goals.
And again, Sergio de Mello illustrated this for us.
We saw Sergio in the very first lecture in this course.
He is the late UN Ambassador.
And when he died, he was thought of as probably the top diplomat in the world.
We studied him while he was running, essentially, East Timor.
And some of the things we read about him, in the book by Samantha Power about him,
is that he was, quote, ruthlessly pragmatic.
That with experience in his career, he learned to trade lesser evils.
This all means that he was making tradeoffs,
he was sacrificing lesser goals in pursuit of his bigger goals.
One way to think about it is that if you're not sacrificing some of your
preferences and some of your lesser goals,
you're probably not working with enough intentionality towards your biggest goals.
Finally, situation awareness.
Attending to situational power, uncertainty and importance, and
especially how these factors change over time.
This concept comes to us from the military.
Those of you who have been in the military, the U.S. military at least,
know how often you're trained and drilled in SA, Situation Awareness, SA.
The aviation industry has picked it up and from there,
other industries are adding it to their training repertoire.
It's connected also to psychological research on things like change blindness
and change detection.
We talked about it some in the Cuban Missile Crisis,
that we talked about early in the course.
Some of the survey questions here are recognizing when circumstances change,
recognizing when uncertainty is high, seeing opportunities that others miss.
One of our favorite examples comes from President Abraham Lincoln,
President of the United States in 1861 to 1865.
We can use Lincoln to illustrate any of these leverage inventory concepts.
He was one of these guys that was extraordinarily adept at the full range.
He played the full range.
But he gives us a nice illustration of situation awareness,
especially around knowing when to wait, and knowing when to double down.
So when he was about to give the emancipation proclamation,
freeing the slaves in the United States, there was a big debate.
Even in the North, the part of the country he was from, and among republicans.
Even though they were fighting a war against society,
everyone wasn't on board about the Emancipation Proclamation.
There was great debate there.
He himself debated it for a long time and eventually came to believe that it was
time to issue this proclamation and free the slaves.
It was the summer of 1862, they were one year into the Civil War, and
he came to his cabinet and said, it's time to do this,
I've debated it, what do you guys think?
And they all went around and gave their reactions.
