Once a manager decides transforming commitments are the right move, where do they begin?
Transforming an organization is messy and complicated. But in broad strokes, it’s a three-step process. In the first step, a leader selects an anchor. The anchor is what the manager commits to-a new strategic frame, process improvement, renewing the company’s resource base, stretching relationships with external parties, or novel values. The anchor must provide a clear alternative to the status quo to help pull an organization out of active inertia. In the second step, a manager secures the anchor with transforming commitments-actions such as exiting a business, public promises, or personnel decisions that prevent a company from falling back into the status quo. In the final step, the manager realigns the organization’s remaining frames, resources, processes, relationships and values. The leader’s transforming commitments will create tension with elements of the existing success formula and employees can easily slip into the status quo. In this third step, the leader must struggle agai
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- Once a manager decides transforming commitments are the right move, where do they begin?
