Many leaders believe that once a directive is given, the job of communicating to the organization is complete. When the results do not match what was anticipated, a natural response is to add more specificity to the directive and tighten controls. Unfortunately, this response is often counterproductive – slowing down and underutilizing the intelligence of teams while simultaneously creating the conditions for poor Executive decision-making and burn-out. The problem intensifies as organizations become larger and more dynamic. Luckily, there is a solution to this dilemma through practices honed by military organizations. This presentation outlines the steps for achieving alignment and what should go into an effective strategic directive. The highly recommended source for this material is Stephen Bungay’s The Art of Action: How Leaders Close the Gap Between Plans, Actions and Results.