Commitment gets less than its fair share in business strategy literature but that has been changing as of lately. It is not that its obvious importance is overlooked, it is rather how our tradition of management automatically checks the commitment box along with the communication box. Commitment includes communication, but not the other way around. In other words, the management playbook does not have plays for creating commitment, it does have plays for communicating expectations—clearly, passionately, authentically—but mostly intellectually, and mostly in ‘one to many’ forums. Our standard playbooks do not unpack the human interaction necessary to arrive to a committal act, required for agency and ownership—vital in transformation and in operation. This commitment-building play—or to be more accurate, process—is not uniquely relevant for multi-year transformations, it is also crucial in the operation journey, year to year, quarter to quarter, and day to day. We need conversations to create liberating commitment. This is, conversations designed to produce a formal commitment, instead of only awareness, or understanding.