Five promises, each marked kept, broken or drifting, and each assigned a decision to renew, repair or retract: that is the ledger WMBA 6000 sets in Week 6. Searches like "wmba 6000 week 6 assignment example", "wmba6000 week 6 sample" and "wmba 6000 week 6 example" land here.
What a finished WMBA 6000 Week 6 credibility ledger looks like
A five-row ledger anchors three to four pages. Each row carries a promise in the founders' own words, the meeting where it was made, what has happened since and a status. A written promotion framework promised by the end of the second quarter has not appeared. Friday meeting-free days, announced with some ceremony, have quietly eroded. An equity refresh for early employees was delivered on time. Quarterly open question sessions have been held as promised. A pledge of no layoffs this year has held so far. The concept section cites Kouzes and Posner's argument that credibility is the foundation of leadership and their shorthand for earning it, leaders doing what they say they will do. The decision section assigns each promise an action and argues the hardest case: whether to keep repeating the no-layoffs pledge.
How a WMBA 6000 Week 6 example is structured
Leading with the ledger is deliberate, since it is the artifact; the analysis explains and acts on it. Promises are quoted rather than paraphrased, since the founders' exact wording decides whether a promise was kept. Status follows a fixed scale, kept, broken, drifting or pending, defined before the rows, so no promise is graded generously. The concept section is short and does one job, connecting the ledger to Kouzes and Posner's argument that people follow leaders they find credible and that credibility is built by consistency between word and deed. Analysis lives mainly in the decision section. It gives each promise one of three actions, renew, repair or retract, and argues each choice. The no-layoffs pledge gets the longest treatment, since it cannot be guaranteed and repeating it risks a larger breach later.
Promises in their own words
Each row quotes what the founders said and where. Paraphrasing a promise usually softens it into an intention, and the ledger's value depends on holding the leaders to what they actually said.
A fixed scale for status
Kept, broken, drifting and pending are defined before any row is filled. Drifting matters most, because a promise that erodes quietly damages credibility without ever being openly broken.
Word and deed
Kouzes and Posner argue that credibility is the foundation of leadership and that it rests on leaders' words matching their actions. The ledger applies that idea to five specific promises instead of to the leaders in general.
Renew, repair or retract
Each promise receives one action and a reason. Friday meeting-free days are retracted openly rather than left to erode, and the promotion framework gets a repaired date with a named owner.
The pledge that cannot be guaranteed
No layoffs this year has held so far, but the lost customer makes it uncertain. The ledger recommends stopping the pledge now and explaining why, rather than risking a far larger breach of trust.
Where marks go in WMBA 6000 Week 6
Specificity drives the grade. A ledger that lists values like transparency and respect, rather than promises with dates and wording, has no rows that can be checked, and it scores as a reflection rather than an analysis. Credit concentrates on status and action: each promise honestly assessed and each given a decision that follows from the assessment. The drifting category earns particular credit because it captures the most common way leaders lose credibility. The concept has to be applied rather than summarized, and Kouzes and Posner's argument about credibility should connect directly to the actions chosen. The hardest case is where the upper band is decided; a ledger that avoids the no-layoffs question, or answers it without weighing the costs of retracting, leaves its most important decision unargued.
Get a WMBA 6000 Week 6 example written to your instructions
Send the Week 6 prompt and rubric along with the commitments your organization's leaders have made, in their words if you have them. The ledger arrives within 24 to 48 hours, first one free, with each promise rated and assigned an action. Every quotation shown belongs to a composite company, never to a real one.
WMBA 6000 Week 6 questions, answered
What do Kouzes and Posner say about credibility?
James Kouzes and Barry Posner argue that credibility is the foundation of leadership: people are willing to follow leaders they believe, and belief rests on leaders doing what they say they will do. Their research on what people want from leaders consistently places honesty near the top. A ledger applies that idea to specific commitments rather than to character.
Is retracting a promise bad for a leader's credibility?
Not necessarily. An open retraction with a clear reason can protect credibility better than letting a promise erode quietly or break later. The ledger should weigh the cost of retracting now against the cost of a larger breach, and explain which action preserves trust best. That trade-off is often where the strongest analysis in the assignment appears.
Where do I find promises to put in a ledger?
Look at what leaders said in meetings, announcements, onboarding materials, strategy documents or public statements. Commitments with dates or specific terms work best because they can be checked. If you rely on your own workplace, paraphrase anything confidential and describe the organization generally, since what matters is the pattern rather than the exact source.