Most transformations begin with the same invisible hurdle: denial that sets in because of anxiety and risk, whether real or perceived. The first step, therefore, is psychological in nature.

When denial takes over, leaders abandon transformation efforts altogether or launch insufficient initiatives with underpowered processes.

This roadblock takes place at the highest level: the CEO, the C-Suite, the Board, resulting in a “Leadership Paradox”: it is the leaders – not middle management – who are the main impediment to a transformation.

Driving a transformation requires psychological courage. 

But when well-articulated and well-framed —to stakeholders, and to our internal psyche — a transformation becomes an exciting undertaking, a competitive weapon, arming the organization to face its next horizon.

The question isn't whether your organization will face a transformation. The question is whether you'll lead it to achieve competitive advantage.

How can leaders move from contemplation to action?

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