Intuitive leaders value the people and activities in the organization. At first, this may not seem particularly important but, with a closer look, it is clearly central to the intuitive leader's success.

Think, for example, about a bank. Usually, this evokes numerous concepts and ideas from buildings to wire transfers. The intuitive leader does not go that direction. Rather he (or she) imagines people involved in coordinated activities (people and activities). This time, the people are bankers and the activity is banking. The next time, the people may be teachers and the activity may be education. The people and their activities define reality, for the intuitive leader. The people and activities are at the essence of the organization and thus are valued above all else.

Intuitive leaders maintain a consistent level of energy and involvement with people and activities. They know that their effectiveness and intuitive capacity depend on continuous attention to and focus on people, activities, and the operating environment.

This requires a flow of energy that does not fluctuate much. For this reason, they don't expend either too much or too little energy, they don't have high and low days. This requires that they don't get pulled into rushing and frenetic activity or pulled down by stress, negativity, and exhaustion. The resulting steadiness and predictability are hallmarks of intuitive leaders.

Intuitive leaders are firm, decisive, and definitely not wishy-washy. At the same time, they are neither rigid nor inflexible. Rather, they are open, receptive, and accommodating while remaining clear and steady about their views, opinions, ideas, intentions, and beliefs

Intuitive leaders make decisions quickly and unambiguously. This does not suggest that their decision making is either impulsive or ill considered. To the contrary, their decisions are based on thorough analysis and comprehension. The key is that the analysis and comprehension are fully informed by experience and supported by intuitive processes that are themselves very rapid and unusually accurate. Frequently, this means that the intuitive leader is unable to provide adequate explanations for decisions when they are made. Such explanations only become available retrospectively, as time is available to reconstruct the intuitive processes at a conscious level.

Intuitive leaders are predictable. There certainly are those unscrupulous types who are totally predictable: you can simply assume that they are only taking care of No. 1 and that they will screw you every chance they get. If you join predictability with moral principles and values, though, it’s indeed a pleasure for others to experience. People do not always know what you are going to do or how you are going to do it; but they always know why you do it: you are following your principles and values. You are innovative, original, creative, and uniquely you, sure enough. At the same time, you are predictable and anyone who understands your principles and values knows that it’s so. Predictability is a product of pursuing your principles and values every time, with everyone.

Intuitive leaders are persistent. Being worthy of trust, candor, staying focused, taking the moral high ground, and predictability are honorable and worthwhile pursuits. At the same time, none of them are easy, automatic, or guaranteed paths to success. Rather, they are sometimes slow and often tedious commitments to intuitive leadership. Even so, intentionally and persistently pursuing personal excellence every time, in every way, with everyone is the cost and the opportunity intuitive leadership affords to the committed.