By Mordecai Dixon, MA 

In implementation work, technical expertise and innovative solutions are often front and center. But without a clear intention guiding the work, even well-designed initiatives can struggle to achieve meaningful and sustainable change. 

I was reminded of this during a workgroup meeting focused on expanding a service division within an organization serving children. After completing a needs assessment, we invited potential service providers to share their approaches and propose solutions for meeting the organization’s goals. 

The first provider confidently moved through their presentation, clearly demonstrating their capacity to take on the work. They outlined an innovative process and highlighted their ability to deliver high-quality results. From a technical standpoint, the presentation checked all the boxes. 

The second provider offered a similarly strong proposal, but before diving into the details, they paused and asked a simple yet crucial question: 
“What is your intention for this project?” 

That question shifted the conversation—and brought a sense of relief. It acknowledged that successful implementation requires more than a compelling solution. It requires clarity from leadership about why the work matters, what success truly looks like, and what the organization is prepared to commit to in order to achieve it. 

Enhancing services for children does not require a hard sell. The vision for improvement was already shared. What needed attention was something deeper: a shared understanding of purpose. The provider recognized that before discussing strategies and tools, the leaders of the project needed to be clear about their goals and the motivation behind them. 

Implementation efforts often involve complex tools, models, and communication strategies. They require expertise, funding, and time—and they frequently place strain on existing staff and systems. Yet despite these investments, many change initiatives fall short of their intended outcomes. 

This is why intention matters. 

We ask questions about intention to assess motivation, commitment, and readiness for change. When leaders are clear about intention, it guides how they approach the work and how they sustain it over time. Without that clarity, a project may feel like a “nice to have” rather than a meaningful priority.   

For mental health and behavioral health organizations, implementation efforts can fall short when there is not a thorough review of organizational structures, people and processes. Readiness is not simply about launching a new initiative—it is about making sure the organization is aligned and prepared to carry the work forward. When change is rushed or misaligned, even well-designed efforts can struggle to produce the outcomes we hope to see for those we serve. 

Implementation alone does not bring about change. Intention and thoughtful preparation are the foundation of meaningful, lasting change.  

Think of your recent implementation activities. Have you thoroughly considered intention and readiness before beginning your next change initiative?