What transformational leaders do: leading a public organization through change requires the executive to find a way to invest significant time, energy, and political capital in the change process.(Commentary)

Much has been written about the attributes of leadership. Ability to communicate a vision, courage, and integrity are surely qualities of great leaders. Our experience studying the transformation of public organizations is teaching us that, in addition to qualities like these, successful transformations are led by people who take certain actions. Public-sector leaders who are successful bringing about significant change seem to do these things:

They are relentless about staying on purpose. Governing in a democracy necessarily involves managing varying, often conflicting, interests. Organizations can easily get sidetracked responding to these interests, so leaders need laser focus. Nary a day goes by without New York City Finance Commissioner Martha Stark asking employees what they are doing to help people pay the right amount on time--the mission of her agency. This drives change by focusing employees on what is most important.

They challenge their organizations with "unreasonable" or "impractical" goals. As the Soviet empire was crumbling and the German Wall coming down, West German Chancellor Helmut Kohl asked his Cabinet to prepare contingency plans for the reunification of East and West Germany. Their "accelerated" plans foresaw the possibility of complete reunification in ten years. When the political opportunity presented itself, Kohl set a deadline for complete reunification in eight and a half months. They succeeded because Kohl was unreasonable.

They are ready to invest in change. Transforming organizations requires investment. Many leaders talk transformation, yet invest the organization's time and money in the same old ways. By contrast, leaders serious about transformation are willing to invest in change, even when they are in a budget crunch--especially when they are in a budget crunch. Already strapped for cash and projecting a multimillion-dollar deficit, Jefferson County, Colorado, Schools Superintendent Cindy Stevenson is committed to leading her organization through the fundamental changes necessary for her organization to serve the children of the 21st century. So much so that she and her board were willing to begin their 2006/07 budget process by setting aside $3 million in a "Strategic Investment Fund" to make one-time investments in change. What better time to invest in producing better results for the money than when money is short?

They create a high-level blueprint for change in a picture of what the transformed organization will look like. Collecting dust on the shelves of many public executives are consultant reports ...