The ‘Law of Intent’ in Vision Alignment

The argument could be made that the strategy isn’t the problem, but rather how aligned is your strategy is with the vision?

But to take it one step further – the question must be asked – how ready is your organisation: your team, the brand, your leaders and you… to meet the demands of this all-encompassing vision?

Having been in franchising for well over a decade, this was a question constantly on our meeting agenda: “Are our franchisees, our systems, our culture and our team in line with the vision of the brand?”

The “Law of Intent” states that when you are clear on the intent, you are compelled to find a way to achieve the vision. But if your team is not as intentful, then it is left to you alone to build, drive and fill all the seats on the bus.

And the only question to ask yourself is ‘are we all moving in the direction of the vision’?

Strategic leaders such as Branson, Gates, and Buffett who operate out of the Law of Intent are never stagnant but always innovative in overcoming problems and achieving greater results because they seem to have a built-in ‘hunter’ for three things:

1. New solutions…
2. New perspectives…
3. New results…

This is because one of the most challenging aspects of vision alignment is bringing people into congruency with the new standards, philosophies, benchmarks, and – most importantly – the new way of thinking which can be ‘switched on’.

Creating a culture where the Law of Intent is the overriding philosophy is characterized by individuals who are capable of finding ways to overcome difficulties and new challenges.

This means that they:

• Understand the strategic direction of the organisation;
• They are competent in their responsibilities to achieve it;
• Make faster decisions in line with goals;
• Capable of staying on track with vision; and
• Work efficiently and focus on ‘first things first’.

Suffice to say that when the Law of Intent is not in effect, contrasting characteristics are present:

• Solutions to problems are left with the leader – with little team support;
• Outdated views and philosophies are present – while new problems present itself and don’t seem to be fully resolved; and
• Similar to small results are achieved  – with little change and goals going unattained.

Therefore, the ability to find a way and to be more strategic in vision alignment is a critical skill for strategic leaders and teams to possess in order to achieve goals.

Failing to do so, means failure to transition your organisation through the next level of change.

The success or failure of any enterprise is how successfully you can lead others to translate the vision through the core filters of 1. Management Teams; 2. Employee Culture; 3. Customer Experience and 4. Leadership Development.

Every leader should complete a Vision Alignment Diagnostic at least once a year to determine how well your people and your strategy is aligned with the vision. Contact Ilse on 0427 355 138 or E-mail ilse@purposesync.com to arrange a meeting.