Defaulting to Action

June 5, 2020

Our next discovery along the EQ spectrum is  defaulting to action.  Being action oriented should be considered “table stakes” for courageous leaders.  It’s the required habit of leaders who establish legitimacy for themselves by showing up every day to DO IT!     

Initiating meaningful action requires courage, energy and passion. Sustaining momentum requires achievement and grit.  Keep in mind, most everyone on earth is willing to take an average amount of initiative and complete an average amount of work.  Courageous leaders understand what drives them and continually tap their purpose and beliefs to move forward. 

“The game is played away from the ball. We must do all the little things in order to get the big things accomplished.” – Dr. Lee Manzer

 

Defining Action

 

Taking action is about “getting shit done”. It’s an exhibition of competency and ability that provides evidence of performance.  Taking action is mission-critical to advancing our purpose.

Chris shares tactics for becoming more action-oriented.

 

The need for speed and agility in the marketplace means those individuals and organizations that hesitate to take meaningful, daily action that advances their purpose, will be overtaken by those who don’t. We embrace business as an infinite game fueled by purpose, leadership and effort. When our competitive spirit is ignited to continually adapt and compete in this game, inspiration fuels our willingness to extend the intellectual, physical and emotional effort required. We don’t simply participate, we bring everyone forward by leading the race.

“Everyone is willing to extend an average amount of effort. That’s why we refer to it as average. The difference between being average and being great is the willingness to extend a bit more effort.” ― Dr. Lee Manzer

 

Benefits of Action

When we are properly motivated and approach our day-to-day activities with vigor, our achievements inform our grit and build our resilience to life’s inevitable challenges.

We are all motivated to get better at the things we care most about, self-direct our activities and be part of something greater than ourselves. Being active within our families, communities and companies, we model the way for others and add value to the lives of those we serve.  

Action Oriented individuals

  • Advance their purpose
  • Seize opportunities 
  • Accurately assess risk / identify rational vs. irrational fears
  • Establish challenging goals
  • Have confidence to act
  • Enjoy working hard

 

The Bottom Line

Chance favors the prepared. By taking action, we chart our own path through life,  “make our own luck” and avoid the unnecessary suffering that comes from  letting life happen to us .

 

Tactics for Action

  • Energize. Be intentional about how you create and expend energy. Sleep, nutrition and exercise are fundamental to our ability to act. Carefully consider how you spend “white space” and use it in a way that prepares you for action.
  • Orient & Prioritize.  Take inventory of your work and how it aligns with your personal values. If it is a challenge to find alignment, consider a shift or pivot. Plan each day in a way that focuses on what you can accomplish and identify at least one action every day that will move  your purpose forward. 
  • Get an early start . Do 10% of each task immediately after it is assigned to better understand what it will take to finish the rest. Do something to advance your initiatives every day. 
  • Release the idea of perfect . Operating with some level of uncertainty is required for high performers. Believe in the ability of others to contribute in a meaningful way and release the need to know everything.
  • Build confidence. Focus on your strengths. Engage with resources that expand your knowledge around subjects you are most passionate about. Begin working with a coach, read books, take a course. Tap your positive potential by embracing and acting with a growth mindset!
  • Start small. Keep in mind the game is played away from the ball. Break the big things down into smaller parts. Treat every mistake as a chance to learn. There is nothing gained by sitting on the sideline.

 

 

Challenge Question

 

What are your best practices to properly orient yourself and prepare for the  demands of each day?

 

Resources

For further reading, see the following resources:

By Sarah Whitfield May 5, 2026
In this episode of Magic in the Room, Luke and Hannah explore the concept of polarities. Tensions like purpose and performance, stability and change, or accountability and grace that are often mistaken for problems to solve rather than dynamics to manage. Drawing on insights from Barry Johnson’s work, they explain how these opposing forces are interdependent and must be balanced over time to achieve sustained success. Through practical examples and personal reflections, they show how over-relying on one side of a polarity leads to predictable “shadow sides” such as stagnation, chaos, inefficiency, or burnout, while effective leadership requires recognizing where you are on the cycle and intentionally recalibrating. The episode emphasizes that many recurring organizational frustrations are not failures, but signals of imbalance, and offers a more nuanced approach to leadership. One that replaces rigid either/or thinking with flexible both/and awareness to improve decision-making, team dynamics, and long-term performance.
By Sarah Whitfield April 7, 2026
In this episode of Magic in the Room, Luke Freeman, Hannah Bratterud, and Chris Province dive into the concept of “mattering,” inspired by Zach Mercurio’s work, and explore why it is a foundational driver of engagement, performance, and culture in organizations. They challenge leaders to move beyond assuming people matter to actively ensuring individuals feel that they matter by being valued and by contributing value to a shared purpose. The conversation highlights how mattering differs from belonging, why it cannot be replaced by perks or efficiency, and how leadership behaviors like attention, recognition, and presence directly shape whether people feel seen, heard, and understood. Through examples ranging from workplace dynamics to broader societal trends like social disconnection, they argue that disengagement, conflict, and even poor performance are symptoms of a mattering deficit. Ultimately, they position mattering not as a soft concept, but as a measurable, actionable leadership responsibility that underpins trust, resilience, and long-term success.
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