The Pact

You've employed great people - talented, well-intentioned individuals who want to do good work. But somehow things aren't going as well as they could. Despite having capable people and clear intentions, execution feels harder than it should. Teams work in subtly different ways, decisions get revisited, and energy gets lost in friction that shouldn't exist.

For people to work enthusiastically in service of your strategy, they need clarity on the strategy itself, their role in executing it, and the behaviours expected of them and what they can expect from others.

The Pact gives your people that clarity - clarity they won't get from complex strategy documents, motivational posters, or generic company values.

Only available as part of The Reqlarity Bundle

The symptoms

Teams work hard but pull in different directions. Priorities compete. Effort gets diluted.

Confusion about what is expected. Friction from unspoken assumptions about how work should happen.

Leaders act for their function first, organisation second.

People lack clarity on where they fit in the strategy and how their work contributes to winning.

Common causes

Even with clear strategy, execution fails when people cannot see how their work connects to your winning aspiration.

Implicit expectations create friction. Different generations, different teams, different working styles all carry different assumptions about what is acceptable, what is expected, how things should work.

When these remain unspoken, they create constant low-grade conflict that drains energy and slows execution.

The diagnosis

Your people need to understand the strategic choices you made and see how their work connects to achieving your winning aspiration. This creates meaning and ownership.

The implicit needs to become explicit. Your team needs shared understanding of purpose, identity, and expected behaviours.

How we work together, over 2-3 months

What we will build

Clear connection between your people's work and your winning aspiration. Explicit statements of team purpose and identity in relation to strategy. Shared understanding of expected behaviours and standards that replace the implicit assumptions causing friction.

How we get there

Your team defines its purpose and identity in relation to the strategy you built. You create clear statements about expected behaviours and standards. These get built by your team, not imposed from outside.

You identify where current behaviours support strategy execution and where they create friction. You discuss what needs to change. You create explicit agreements about how you will work together, what you expect from each other, what is unacceptable and how it gets addressed.

You test these agreements in real work with coaching support. You gather feedback on what is working and what is not through surveys and conversations. You refine the agreements based on what you learn. The goal is replacing implicit friction with explicit understanding until working well together becomes natural.