After reconciling demands of the mind and the feeling of the heart, the priorities become clear. Here we are using heart and soul as one. I have submitted to you in my earlier articles on the First Things First theme that heart is the seat of the soul. Once again, let me clarify that heart and mind both play a vital role in business. From taking on the challenges of the daily business grind to making crucial HR appointments the coordination of the intellect (mind) and gut feeling (heart) remain key instruments that require constant calibrations to make sound decisions. 


The next step after finding the balance between the two, and settling on the reconciled priorities, is to question the intentions. The intentions define the direction of the business and communicate the ambition of leadership. The priorities are lined up in the order of needed intentional outcomes. If the intention is to streamline a department and the immediate priority is to maximize effectiveness and productivity, collecting the data on operational process and employees' roles are prerequisites before shuffling or displacing personnel. We are witnessing the havoc that is unleashed in the federal government by DOGE. 


We shall examine the real intentions behind the decisions of DOGE. These intentions could be to promote efficiency, or reduce federal workforce at any cost, or minimize federal departments to a rubber stamp, or promote an ad hoc decision-making culture with least resistance from an established bureaucracy. There could be other hidden or obvious intentions that we may not know. At the end the key implementors of this plan will only know what are the real intentions?



Get the full magazine—click here!

The scope of these articles is not to get into political debate about DOGE but to explore the business sense or management wisdom that is defining the parameters of these intentions. The historians will eventually dissect this issue and bring it to our attention what really took place and why. Proactively analyzing the true intentions of the program is difficult. The best we can do is guess.


The clarity of the intentions and then communicating that clarity to the stakeholders facilitates the process, mobilizes resources, and minimizes resistance and disruptions. The intentions in place can also prepare for the changes that are expected to take hold. If the intention is to create an environment of fear and panic in the columns of federal employees and shake their confidence in their job security, then the plan is doing exceptionally well. Otherwise, a looming national crisis is waiting for us.


Business efficiency is subject to intentional outcomes. The same principles govern efficiency at a personal level that do at the national. The intentions of the leadership, regardless of the size of the business decide the destiny of the venture. My two cents is to clarify intentions before launching the action plan so you can achieve intended outcomes with the least cost to you and the business.