1. Establishing a Sense of Urgency
During this first step it is essential to acquire the cooperation of many individuals and to ensure they are motivated to participate. Kotter writes in the article that well over 50% of the companies he watched failed in this first phase.
John Kotter Risk 1. Kotter refers to this risk of this first phase as: Not Establishing a Great Enough Sense of Urgency
2. Forming a Powerful Guiding Coalition
John Kotter Risk 2. Not Creating a Powerful Enough Guiding Coalition
3. Creating a Vision
John Kotter Risk 3: Lacking a Vision
Quote John P Kotter: If you can't communicate the vision to someone in five minutes or less
and get a reaction that signifies both understanding and interest,
you are not done!
4. Communicating the Vision
John Kotter Error 4: Under communicating the Vision by a Factor of Ten
5. Empowering Others to Act on the Vision
John Kotter Error 5: Not Removing Obstacles to the New Vision
6. Planning for and Creating Short-Term Wins
John Kotter Error 6: Not Systematically Planning for, and Creating, Short-Term Wins
7. Consolidating Improvements and Producing Still More Change
John Kotter Error 7: Declaring Victory Too Soon
Quote John P Kotter: After a few years of hard work,
managers may be tempted to declare victory with the first clear performance improvement.
While celebrating a win is fine, declaring the war won can be catastrophic.
8. Institutionalizing New Approaches
John Kotter Error 8: Not Anchoring Changes in the Corporation's Culture
John Kotter Error 8: In the final analysis,
change sticks when it becomes "the way we do things around here,"
when it seeps into the bloodstream of the corporate body.
Until new behaviors are rooted in social norms and shared values,
they are subject to degradation as soon as the pressure for change is removed.
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review OnPoint (March-April), 1-10.
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p.s. Did you read Kotter's 7th point about using change agents who can implement the vision. For piece of mind and an absolutely free discussion and review of the challenges facing your business contact me today. More than happy to, I will reply to you as soon as possible.
What is a Sense of Urgency?
The results of an IBM Global Study, The Enterprise of the Future, show organizations are flooded with change and many are finding it hard to keep up. Like many organizational realities, the flood of change organizations face brings both good and bad news.
The bad news is that the rapid rate of change will not subside. It will only increase. The good news is that John Kotter’s Eight Step Model for Leading Change remains a viable approach.
I will address each of his eight steps in separate articles. I'll start with the first step of Kotter’s model, Creating a Sense of Urgency.
So, what is a sense of urgency?
Two explanations of the word urgency are useful for understanding what leaders do as agents of change:
- First, leaders take actions that capture the attention of critical organizational stakeholders.
- Second, leaders explain the importance of making speedy changes to the existing condition.
When leaders create a sense of urgency, they alert the organization that change must occur and the leaders also begin preparing the organization for the change process.
When leaders create a sense of urgency, they alert the organization why change must occur. Click To Tweet
Why is urgency important to a change effort? Urgency is important because meaningful organizational change cannot occur without the cooperation of the affected stakeholders. This is why creating a sense of urgency for a needed change is the first step leaders must take to gain the cooperation of management and employees.
Leaders create a sense of urgency by both selling the value of a future state to organizational stakeholders and making the status quo a dangerous place for the stakeholders to remain. In effect, senior leaders create a compelling narrative that tells stakeholders why it is not in their best interest for the organization to stay in its current state.
This is often done through frank discussions about the current market and competitive realities, sharing relevant financial and customer data, and discussing opportunities and crises facing the organization. Communication is critical and the communications about the urgent need for change must be honest. A manufactured sense of urgency will soon be seen for what it is and this will doom a change effort to mediocrity.
With a sense of urgency, the organization understands why change is no longer optional. Click To Tweet
How to Create a Sense of Urgency With Your Team
There are several steps leaders can take to create a sense of urgency and gain the commitment of managers, employees, and other stakeholders. They include:
- Showing the seriousness of leadership commitment to the coming change by eliminating obvious waste;
- Sharing bad news with the organization;
- Requiring managers and employees to talk regularly to unhappy suppliers, customers, and other stakeholders to understand their concerns directly;
- Sharing data throughout the organization that supports the claim that change is necessary; and
- Ensuring organizational decisions and management actions are in agreement with change communications (walk the talk).
To lead a change effort and gain the cooperation of necessary stakeholders, the first step leaders must take is to create a sense of urgency. It requires clear and honest communications that create a sense of urgency rather than a sense of doom. By creating both a compelling picture of a desired future and the danger of accepting the status quo, leaders greatly improve their chances of gaining the commitment of organizational stakeholders for a necessary change effort.
You cannot create urgency without effectively communicating with your team Click To Tweet
A chart of John Kotter’s Eight Step Model for Leading Change follows:
Chart Data Source: John P. Kotter, Leading Change, Harvard Business School Press
In my next blog post, I will address Step 2 of the model: Creating the Guiding Coalition.
When creating a sense of urgency, leaders explain why keeping the status quo is dangerous and why making change provides a more desirable future for the organization. Click To Tweet