Intentional | HA events

Intentional Intelligence Secondary Expression

(formerly known as Warrior, Body Wisdom or Ray 3)

Known for their efficient modes of activity. As Secondary Intentional Intelligences, we are commonly involved in activities, which allow us to express our direct knowing of what needs to be done. The challenge with being so good at knowing what to do is that we may not think through or create strategies for ourselves to accomplish our purpose. We also may not be willing to involve others in any way, which could negatively impact us later. In effect, our capacity to be a source or center for the coordination of an activity depends on our consciousness and/or ability to include others. The first issue is being clear about our deeper motivations, goals and aspirations. Without a bigger goal on which to focus ourselves, it is difficult for us to be a conscious contributor to those around us. Our capacity to include others depends entirely upon how willing we are to learn from others and have them learn from us. The more we are able to see ourselves as a resource, who can benefit from the suggestions and support of others, the more likely we can share ourselves with others in a way to build greater interchanges. While it can be difficult to initiate because of our strongly independent nature, it is extremely valuable to skillfully weave others into our lives so that our Intelligence can be magnified to benefit others.

Sometimes this means allowing a small percentage of our activities to deliberately get out of hand (out of control). In this situation, versatility, playfulness and creativity can teach us new things about how to get things done with others. Of course, it will also benefit us to be less serious and not to impose our desire for certainty, particularly in situations where we have no previous experience. 

Secondary Implementers seek to determine the principles of effective and productive manifestation, so we are able to determine the course of action that produces maximum effect from minimal effort. Implementers on the Secondary level are more concerned about effective and efficient implementation than about the larger strategic possibilities. Once we have a process established, it takes us considerable time and effort to change it. We tend to take on large, overwhelming projects and get caught up in the busyness of the process, rather than being realistic about time frames. In this way, we become frustrated when we do not meet our own expectations or when others seem indifferent to the frustrations we are experiencing. When we are undeveloped, we can be very judgmental about the inabilities of others to do what they say. When we are Actualized, we learn how to scope our projects in ways that guarantee results in a proper time and encourage others to find easier ways to do the same task if they are competent.

The most important thing others can do to honor Implementer Secondaries is to acknowledge our physical, emotional, and mental boundaries. If others try to interpret our actions for us, tell us what we are feeling, or presume to know what we are thinking, it is guaranteed to provoke a reaction. It is helpful to honor us in our framework, allowing us to reveal ourselves as we feel comfortable. We cannot be cajoled, provoked, or enticed into revealing anything before we are ready. Simply stated, we want to establish trust. We want to ensure that you are who you say you are before rendering ourselves vulnerable. When others honor our boundaries and our ways of doing things, we will indicate our acceptance by how physically close we are with them. At our best, we are accountable, operate with fairness and integrity, and have a sense of justice and loyalty that makes us dependable, quality friends.

As Implementer Secondaries, we express our power by embracing seven techniques. First is to assess our personal priorities and goals and marshal the resources needed to accomplish them. Second is to focus on physical effectiveness and outer power because it is important to be seen as moving things, even if it is the wrong direction. Third, we must organize ourselves in strategic ways to fulfill the priorities we set. This means paying attention to what is working and what is not working. Fourth, we need to honor our agreements and commitments to the letter so others will be inspired to live up to their end of the agreement as well. Fifth, we need to “walk our talk” and have our talk match our actions in order for us to feel others will trust us. Sixth, we need to build a sense of personal momentum so there is economy in all our actions. Seventh, we need to acknowledge others for their contributions in helping us fulfill our own goals and missions. The difference between Implementer Primaries and Implementer Secondaries is that Primaries have to take a front-seat leadership role in everything they create, while as Secondaries we are more interested in maximizing our effectiveness.

We are known for our ability to preserve and maintain a strong set of values and beliefs about what is right. We pride ourselves on our ability to identify facts and be accountable and maintain continuity between what we say and do. In our minds, we seek the truth and are able to follow through in our commitments without reservation or compromise. We are able to see ourselves both as heroic and pragmatic in what we accomplish. What we are best known for is our persistence and unbending commitment to protect the weak and the persecuted. Another characteristic that reveals an Intentional Intelligence secondary is our capacity to build momentum in a project that can easily overwhelm and/or influence others in our path. Finally, we have a supreme confidence that we can make things work and find it extraordinarily difficult to delegate things to others when we believe we can do it better.

As Secondary Implementers we use common sense values to encourage others to align with our activities. Our personal accountability and momentum brings out the “follower” in others as we automatically encourage others to rise to our standards. On the Secondary level, we are more likely to be confrontational when others do not agree with us. Implementers seek more continuity and consistency on the Secondary level than on the primary level, where we are more evolutionary.

Undeveloped, we see ourselves as heroic in our ability to overcome the odds. Our assertion is that without us, little would happen. We believe that it is our implementation and follow-through that enables things to work. While we are strong “doers”, it is our creative reasoning and rational approach that tend to impress others with our abilities. Usually, we have a business-like attitude that promotes confidence and engenders trust. One of the primary characteristics that identifies us at this stage is our intense loyalty to friends and associates. We love to be thought of as accountable, “the buck stops here.”

When we are Undeveloped we are easily identified by our hyperactive nature and our constant state of apparent “busyness.” This allows us to maintain our focus on our own priorities, making it difficult for others to engage us if we are not willing to be engaged. We tend to make everything extremely complex, which reflects our arrogance and need to control the situation. We can also be opportunistic and deceptive if we feel wronged or judged by others. Underneath all of this is usually a self-critical nature that comes out when we are attacked. The keynote energy of this stage is attempting to do everything with uniformity and consistency. In this way, we feel we make our mark on the world.

At our best, Secondary Implementers express the right mix of values that will produce results. We can easily be identified by our sense of fairness and accountability for what shows up around us. We really seek to create a self-defined set of standards for interacting with others. The difference between the Implementer Primary and Secondary is that Implementer Primaries are more focused on task management, while Implementer Secondaries are more defined in terms of the situation and how all the elements come together appropriately. Remember, Primary Implementers work to fulfill themselves, while Implementer Secondaries work to be seen as successful. Implementer Secondaries who are fully developed have learned to create more balance in the elements being preserved.

Our Intelligence is one in which personal will is expressed as direct activity; we show up as the consummate doer or Implementer. Impeccability, personal responsibility and adaptability to circumstances are all key values, developed in the pursuit of greater economy or productivity. We grow from a self-serving use of our will to obtain what is wanted, as well as developing strategies and tactics that maximize results and the capacity of self-sacrifice based upon personal principles. The development of our Intelligence begins with an internal activity perspective of our possibilities and an intellectual assertion of what success is. Additionally, we develop a creative capacity for seeing the consequences of the misuse of power. 

Along the way, we are able to attribute our understanding of what is possible and what is not to common sense. This is because we are able to grade potential options and understand the implications of different processes in an objective, clear manner. We do not accomplish this in some theoretical way, but rather in the direct practice of making choices that either work or do not work. Like the Orchestrating Intelligence, we are all about maximizing the movement and experience of alignment when something works. Unlike the Orchestrating Intelligence, we are more grounded in our abdomen and more interactive in a simplified manner with the outer world. The key issue is that the scope of our action is focused mainly on the personal and how the personal is connected to the mission of those we serve. 

While we can be found in organizational leadership, our main desire is to find a personal way to excel and master some particular specialty that provides a sense of leverage over others. We tend to specialize and organize ourselves by being the best we know how to be. It is critical that others honor and respect us for what we have accomplished, otherwise, there is little basis for a connection with these individuals. Like the Visionary and Orchestrating Intelligences, we are highly influenced by the development of motives. Any expansion or conscious development of motives greatly increases our breadth of vision. The key issue is being able to see the common distinctions that make it easier for us to predict when something will work from the things that will not work. 

When something does not work as expected, we question it for its actual relevance. This means that we are constantly refining our experience in terms of what works. Over time, more and more variables are introduced into the system, which provide us with an improved ability to control outcomes. Our other key qualities are endurance, resilience, and perseverance. When actualized, we learn how to push ourselves beyond the standards and norms of what is expected in society. Our desire to achieve and be acknowledged as the best drives us to seek either notoriety or fame for our exploits. We are the ultimate personal contributor and tend to avoid circumstances where we are at the affect of others or a group. What we want is the capacity to do what we know is going to produce the best result, with a minimum amount of resources. This is accomplished by a systematic thinking through of each option and the impact of every variable on the larger system. Remember, our key is to simplify and manage each variable in order to manipulate and control the outcome. 

The primary issue where we are not understood has to do with our idea of prioritization and implementation. We believe there is a natural order of priorities based on potential payoffs. The objective is to work through what is needed to find the potential benefit. Some would say this is very calculating and cold. Others also tend to falsely believe that what we do is to install a sense of inequality with others in the process, so they feel compelled to return the favor. What they miss is our inherent desire to do something well for our own benefit and reasons. Even though others think it is a game we play to convince others of our value, it is really a game we play to prove our essential value (irrelevant of what others think). The only aspect where we do things to distance ourselves from others is when we take on make-work projects where we are “busy” so that others do not expect us to attend their events. 

Our primary contribution (especially as it relates to Inventive, Investigative, Visionary, and Patterning Intelligences) is to set objectives and establish ways to measure results so the process can be improved. Another dimension of our sense of economy is our ability to be effective in the utilization of money. We directly support the materialization of desire, primarily because it has a constant exterior perspective of what is needed. This focus is also useful to us in business and in organizational development, because we systematically organize processes and people to get the most from the least. Our key issue to confront is finding the most appropriate way to participate in an organization or an activity. 

Sometimes, as Secondary Implementers, we get overly caught up in the doing and have a difficult time delegating. Other times, we seek to impose our sense of balance on circumstances without the appropriate authority or power to bring people or processes into alignment. Finally, we also tend to experience analysis paralysis and a sense of futility, when we overdo the intellectual at the cost of our own natural response or activity. The answer to these challenges requires that we learn to trust our knowing and recognize that it is through action that we constantly learn and refine our contribution. 

The core quality we bring to any situation is the confidence to engage and manage it. Since our Intelligence is physically known, eternally resourceful, and selectively adaptable to different circumstances, when we see new ways of looking at a problem, we also see new ways to solve it. It is our drive for economy that guides the simple ways we attempt to organize the problems we solve. What we want most of all, is to prevent confusion or misguided actions, which do not contribute to the solution. This is why our theme is, "Do less to achieve more." Other individuals see our dogged pursuit of answers as over the top. For us, getting our hands on a problem ultimately leads to being able to solve the problem, because we intend to solve it. We accomplish this by attacking the problem from different angles until the right combination or solution appears. The solution cannot be complete until we are able to walk through the solution and train another individual step by step to do the activity. This is why we are called Implementers.  

The underlying motivation for contributing is to be able to say, “I did it my way.”  As we are the most masculine of all the Intelligences, we are the most aware of our desire to make things happen through a personal commitment to push things forward. As previously stated, the ability to personally identify with a problem goes a long way toward finding a solution. The inner paradox is that while we wish to make an independent stand and not be manipulated by others, we tend to ignore the fact that our actions by themselves are manipulative of others. Much of the misunderstanding around this issue comes from the perception that we like to see others express their conflict and get it out because we are more identified with our aggressiveness rather than our true Feelings. An interesting insight is that our independence makes it appear that we are not sensitive when, in fact, we could be. 

Our strength comes from our Sensations, which are finely tuned. We typically cannot explain what the different Sensations mean (except in general ways), because we do not tend to use Feelings. This means that Sensations, which occupy only 60% of our Intelligence, are loosely coupled with our Thoughts, which are 30%. This means that we commonly know an answer in our body but cannot identify how we know what we know. It also means that when doing any particular activity, our Intentional Intelligence directly connects with our physical sensibilities, and we do things that just seem right. Usually upon self-reflection, we can later figure out what did and did not work and identify what the “rightness” of the experience was. The more we trust our body’s “in the moment” knowing and what seems right, the greater confidence we will demonstrate in any kind of physical activity. Like the Orchestrating Intelligence, we are not typically comfortable expressing Emotions which limit the depth of our intellectual processing. The more we become accepting of our Emotions (reflecting 10%), the more we will integrate our Sensations and Thoughts. By honoring Emotions, we become quicker in identifying opportunities and responding to them. Our strength is most effectively demonstrated by our capacity to reliably produce or reproduce any activity with a minimum of fuss, distractions or concern. 

We can recognize the importance of our Intentional Intelligence by how we overdo, under-do or react to it. When we overdo our Intelligence, we become abrasive, stubborn and unwilling to change our predefined course. When we underdo our Intelligence, we become disconnected, eclectic and abstract, without a plan. When overwhelmed and/or discounted by individuals who do not accept our form of Intelligence (particularly when we are able to take immediate action that intimidates others), we become extremely unfeeling and manipulative so that eventually these individuals will come to know we are needed. It is interesting to note that while we can be critical, we do not want to get lost in negative self-analysis. When we are hurt, we become circuitous in our thinking trying to find a different way out of the problem.

On the Secondary level, we always confront the issue of under doing or over doing our Creative Expression. The goal is to find a point of flow within ourselves where we are not imposing ourselves on others nor are we being affected by their response to us. In this middle road, our energy can be expressed without taking a position about what is too little or too much. As a Secondary Implementer, too little means that we do not trust our physical response or knowing about a situation. This means we disregard our gut instinct and distract ourselves with theories and possibilities that have little practical relevance in the moment. 

When we under do, we let others push us around for fear that any reaction will lead to us being ostracized or misjudged. Many times we do not want to have to explain ourselves, nor seek validation because that would lead to unwinnable arguments. Under doing provides us with a capacity to preserve our sense of economy and being economical. In effect, we are trying to minimize our impact on others by letting them assume leadership roles. As a result we become great followers.

Some reasons for under doing our Secondary Intentional Intelligence are that we are trying to be less instinctively oriented and to think things through before we act. This usually occurs when others make us wrong and make fun of our natural ability to quickly react. Under doing our Secondary expression prevents others from knowing how and what we contribute. As a result, our Tertiary Intelligence is overtaxed and we are more oriented to self-protection than creative expression. When we over do our Secondary Intentional Intelligence, it is easy to get caught up in our sense of how others should conform to our tactics, strategy and plans. The more we are out of balance and push others to follow our thinking, the more likely they will come to resent and resist us. No matter how practical, economical or reasonable our arguments, others will come to use our own words against us. They can accomplish this by making us repeat our perspectives over and over, which will frustrate us. Over doing our Intelligence leads to an exalted state where we can do no wrong in pursuit of fulfilling our purpose. This could create situations where we do things just to prove we can. The major downside of over doing our Intelligence is getting caught up in arguments that go nowhere, whereby we seek to either focus on those who can make the decision, or be considered the expert who will make the decision.

We mature and find our fulfillment in our contribution by learning how to organize our Secondary expression in terms of our Primary. Either under and over doing our Secondary Intentional Intelligence minimizes our capacity to be fulfilled in our life work. It should be noted that any use and implementation of our Secondary Intelligence will get us noticed by others. This is a different experience than operating in our Tertiary Intelligence, where others accept us but do not see our power. It also different than any Creative Expression imprinting that merely irritates others and pushes them to ignore us. When we can find the place of expressing our Secondary Intelligence in a flowing way it automatically re-orients us by organizing our Secondary expression in terms of our Primary. As Secondary Implementers, we have the power to organize and think through complex problems to come up with a unique way of ascertaining the best answer. The power of our Secondary finds a simpler and better way to tightly focus our Primary expression. In effect, we naturally integrate and centralize what is needed to get the job done quickly. In this process, we become more direct and practical in the expression of our Primary.

It is important to realize that we can get very attached to being busy and proving that we are doing more than others. This need to be the center of activity is heavily reinforced by our covert scheming and desire to prove that we are cleverer than others around us. This need to prove ourselves distracts us from recognizing that we are not meeting others in their natural motives. Instead, our trust in instinctual and intellectual motives prevents us from really working with others in a high-minded way. For example, on the masculine framework we are more comfortable with others who are arrogant or competing with us by doing personal achievement than engaging others using the Idealized Unity or Mutual Accomplishment motives. On this scale the lower motives feel more grounded to us than the higher motives do, as the higher motives seem to include more uncertainty. To really grow, we need to learn to embrace uncertainty and deal with it more directly. 

The real issue this points out is our unwillingness to trust ourselves with others or to trust others not to impact us negatively. The more influence others have over an outcome the more uncomfortable we naturally are. This can drive us to become more covert and manipulative so that we have the upper hand and cannot be hurt as much if something does not go right. The more we try to control and predict outcomes, the more we get lost in the machinery of our life, which diminishes our spirit greatly. This shows up as reinforcing habits that make us feel more secure and knowledgeable. Whenever we go beyond what is predictable, we reconnect with our Creative Source or Spirit. When we avoid the unknown or unpredictable we do not grow. The important thing to realize is that these patterns reinforce us as an individual who needs to compete to get seen, rather than an individual who cooperates to get seen. The key issue is learning how to be valued among others, which facilitates greater interaction as a group member. While we learn to prove ourselves on an individual level, ultimately, we need to learn to transfer our skills to others so they can know what works on a body level as we do, by cooperating. It is through cooperation with others that skills can be built and we become a more unified group. We ultimately teach others how to work in an embodied way.

Page Author: 
© Copyright 2016, Larry Byram. All Rights Reserved.

Newsletter Subscription

Sign up now to get updates and event notifications, and you will immediately receive a Higher Alignment Mini Creative Assessment that summarizes the seven most important Compatibility Factors.

Go to top