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Google’s AI, Bard, just read my book, and here are Bard’s summary and review of the book.


In “Intentional Leadership,” Glen Hellman argues that the most effective leaders are those who are intentional about their leadership. He defines intentional leadership as “the process of setting clear goals, developing a plan to achieve those goals, and taking action to make those goals a reality.”

Hellman provides a number of tools and techniques that leaders can use to become more intentional in their leadership. These tools and techniques include:

  • Visioning: The process of creating a clear and compelling vision for the future.
  • Goal setting: The process of setting specific, measurable, achievable, relevant, and time-bound goals.
  • Planning: The process of developing a roadmap for achieving your goals.
  • Action planning: The process of breaking down your goals into smaller, more manageable steps.
  • Execution: The process of taking action to achieve your goals.
  • Feedback: The process of getting feedback on your progress and making adjustments as needed.

Hellman argues that by using these tools and techniques, leaders can become more intentional in their leadership and achieve greater success.


I found “Intentional Leadership” to be a helpful and informative book. Hellman provides a clear and concise overview of the key principles of intentional leadership. He also provides a number of practical tools and techniques that leaders can use to become more intentional in their leadership.

I would recommend this book to anyone who is interested in becoming a more effective leader. It is a well-written and informative book that provides leaders with the tools and techniques they need to achieve greater success.

Here are some of the key takeaways from the book:

  • Intentional leaders are clear about their goals. They know what they want to achieve and they have a plan for how to achieve it.
  • Intentional leaders are focused on results. They are not distracted by the day-to-day activities of their job. They are always focused on achieving their goals.
  • Intentional leaders are proactive. They don’t wait for things to happen to them. They take action to make things happen.
  • Intentional leaders are positive. They believe in themselves and their ability to achieve their goals. They are also positive and encouraging to the people around them.
  • Neuroscience behind leaders and followers

Recent research in neuroscience has shed some light on the neurological underpinnings of leadership and followership. For example, one study found that leaders tend to have more activity in the prefrontal cortex, which is associated with planning, decision-making, and social cognition. Followers, on the other hand, tend to have more activity in the amygdala, which is associated with emotion and fear.

This research suggests that leaders and followers may be fundamentally different in the way that they think and feel. Leaders are more likely to be strategic and analytical, while followers are more likely to be emotional and responsive. This difference in thinking and feeling may explain why leaders are often able to inspire and motivate followers, while followers are often willing to follow leaders even when they are not sure where they are going.

In addition to the neurological differences between leaders and followers, there are also a number of other factors that can influence the way that people choose leaders. These factors include:

  • The leader’s personality: People are more likely to follow leaders who they like and respect. Leaders who are charismatic, confident, and trustworthy are more likely to be chosen by followers.
  • The leader’s competence: People are more likely to follow leaders who they believe can get the job done. Leaders who are knowledgeable, skilled, and experienced are more likely to be chosen by followers.
  • The leader’s values: People are more likely to follow leaders who share their values. Leaders who are honest, fair, and ethical are more likely to be chosen by followers.

Ultimately, the decision of who to follow is a complex one that is influenced by a variety of factors. However, the research on neuroscience and leadership suggests that there may be some fundamental neurological differences between leaders and followers. These differences may help to explain why some people are more likely to be leaders, while others are more likely to be followers.


Human behavior is complex and not only rational. The lesson here is for leaders to be strategic and intentional and to model the behavior that projects safety for their team. Want to learn more and discuss how to be a better leader? Schedule a complimentary coaching session below.


Want to learn how to be and model the behavior of a high-integrity leader? Want to get more than you thought possible out of your team? You can check out my new book, Intentional Leadership, available on Amazon, in Hardcover, Kindle, or Paperback by linking here.