Generating strategic commitment begins with the leadership team. Before a leader can get his entire organization behind his plan, he must start with his top team. His senior leaders must see business conditions as he does, and they must agree on the need for change within the organization, but first and foremost amongst themselves.

To help the leader and his team get on the same page, we conduct a "cultural audit" - interviews, focus groups and surveys with all executive team members plus selected others throughout the organization to gain insight into both content and context issues, and the degrees to which they are enhancing or impeding organizational performance. We surface unhealthy dynamics between leadership team members in this process.

To fully take stock of and own the current organizational dynamics - especially the context issues hindering the group's ability to take the organization to higher levels of performance - leaders then identify and express their views of each other, specifically their respective functions and responsibilities. They take issues, concerns and frustrations that have been kept in the "background" and move them to the foreground. They express them so they can be heard, understood and effectively addressed.

This process is often cathartic; it enables the team to rapidly transform dysfunctional attitudes, ungrounded perceptions and historical misunderstandings. Free of these impediments, the team is now able to authentically engage in crafting a bold and compelling future for the organization.

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