As leaders, we are often engaged with some aspect of organizational transformation, whether it’s at a senior level orchestrating the entire transformation or within our functional area. The key question is: how do we ensure that the transformation we want to happen actually does happen? There are three critical elements that intersect and are necessary for a successful transformation:

The Message
The first element is the message: What exactly is the transformation? How is it going to occur, and when? It’s essential to provide the organization—or the people affected—with clarity on what the transformation entails. This includes the timeline, the key elements, and who will be involved. The message is not just a one-time communication but should be repeated consistently throughout the transformation process to ensure everyone remains aligned and informed.

The Method
The second element is the method: What will we be doing to achieve this transformation? This involves explaining the approach we will take. Will we have an outside vendor coming in to help? Will we follow specific instructions or a blueprint laid out by someone within the organization? People need to understand how the transformation will take place, or else they won’t know what actions to take. Clarity on the method ensures that everyone knows not just what to do, but also how to do it, and what their specific role in the process will be.

The Manager
The third, and arguably most important, element is the manager. In any transformation, each individual will have an immediate supervisor, a manager, or a leader. It is critical that these managers are clear on the message and the method, and that they understand their responsibility in managing the execution of the transformation. While corporate departments like HR or the CEO’s office might set the stage for transformation, it’s the front-line managers who are directly responsible for leading the day-to-day execution. They must be equipped to coach, guide, and support their teams through the transformation.

If we get the message right, the method clear, and ensure that managers are prepared to take ownership of the execution, we’ll be well on our way to achieving a successful organizational transformation.