In my early entrepreneurial days, I was pretty adamant about the idea that everyone needed to buy into the vision immediately. I believed that was the only way for us to succeed. If the team didn’t see the picture I saw, at the pace I saw it, then I assumed they weren’t the right fit. Looking back, that mindset came from a mixture of youthful confidence and urgency. When you’re building something from scratch, every delay feels like a threat to momentum or a step closer to doom.
But as time went on, I learned a crucial lesson: Not everyone is going to see your vision as quickly as you do, and that’s okay. In fact, expecting instant alignment is not only unrealistic, but it can also be counterproductive. As such (and staying true to my understanding of many aspects of life through the hip-hop lens), I’ve compiled my thoughts around the topic into a concept that I call, the Force 5.
In my experience, appreciating these five realities can help develop strong momentum and the growth level to establish your organization, project, or team into a force. After all, the true measure of force is an object’s, or in this case an entity’s, ability to overcome friction. The science can be explained as , but our interest here is defining the art itself—and it’s quite simple.
1. Vision meets resistance—it’s natural.
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I had an experience with a leader in my organization whom I hoped would eventually step into my shoes as we scaled. This was someone talented, dependable, and already deeply respected within the team. Naturally, I thought they’d be my obvious successor, empowering me to work in the business less and on the business more. The result, in my mind, would be growth together. But when I started pushing forward with some of the desired innovations—technology upgrades, structural changes, and new service models—this person always met me with resistance. Their hesitation created real friction.
I remember the frustration. Here was someone I trusted to lead, and instead of championing the change, they were slowing it down. My mentors even suggested I let this person go before their resistance poisoned the rest of the team. For a time, I entertained the idea. After all, in the startup world, speed and alignment are everything, right?
2. Friction sharpens strategy.
But something held me back. Instead of immediately taking that route, I stepped back to understand where that resistance was coming from. I started asking questions, listening more than speaking, and resisting the urge to “sell” my vision in every conversation. What I realized surprised me: This person wasn’t rejecting the vision outright. They were raising concerns about execution, pacing, and how the team would absorb the changes. In their mind, they were protecting the culture we had built and the people who would have to carry these innovations forward.
That shift in perspective was eye-opening. Sometimes those who are most resistant can actually provide the most valuable insights. They see the blind spots the visionary might miss in their excitement. They ask the hard questions about sustainability and impact. And while that doesn’t mean you should let resistance dictate your decisions, it does mean that thoughtfully engaging with it can sharpen your ideas.
3. It’s either empowering or excessive. You decide.
Of course, there’s a balance. Sometimes resistance is a signal that a person is fundamentally misaligned with the vision. In those cases, keeping them on board will slow you down and confuse the rest of the team. But the key is not to make that decision hastily. It’s about first listening, understanding their position, and then deciding: Is this friction that can be turned into growth, or is it a sign that it’s time to move on from an idea or the individual?
In this particular case, I didn’t let the leader go. Instead, I incorporated their perspective into how we rolled out changes, which made our transition smoother for the entire organization. Ironically, the very resistance that once frustrated me became one of the reasons the innovations succeeded. This person eventually did grow into a higher leadership role, though not the successor role I had imagined. And that was okay too. Sometimes our original vision for people has to shift just as much as our business strategy does.
4. Flexibility is the flex.
The broader lesson here is that leadership requires both vision and flexibility. You need to see the horizon before anyone else, but you also need the patience to let others catch up. You need to hold your convictions firmly, but not so rigidly that you can’t adapt when new insights introduce themselves.
5. Struggle builds character, conversation, and culture.
Ultimately, this approach builds more than just organizational success—it creates a culture of thoughtful resilience. When people know their voices are valued, even when they disagree, they feel safer leaning into the mission. They may not buy in immediately, but they’re far more likely to commit deeply when they do.
That’s the paradox of visionary leadership: The fastest way to get everyone aligned is not by demanding instant buy-in, but by creating space for dialogue, patience, and shared growth. Sometimes friction is just resistance; other times, it’s the spark that sharpens the vision, strengthens the team, and provides fuel at times where the tank is seemingly on empty. The art is in knowing the difference.