Kotter Suggests That Leadership and Management: 8 Step Change Model of Kotter
Kotter suggests that leadership and management has become the model in management for such a long time. The founder of Kotter International (Management consulting firm based in Boston and Seattle), Dr. John Paul Kotter, is the professor of Leadership at Harvard Business School. The business consultancy firm he led for applies Kotter’s research on strategy execution, leadership, transformation and also any form of large scale of change.
Since we now live in a world where business as usual is changed, innovations, new initiatives, technology improvements, project-based work, and staying ahead of competition come together to drive ongoing changes into the way we work. The change needs to happen but we do not know how to go about delivering it, where to start, who you involve, and how you see through the end. Here we share Kotter’s 8 change-models that may help you.
1. Creating urgency
Change will happen if the whole company wants it. It is not simple to show people the statistic of poor sales or even increasing competition. You need to open an honest dialogue about what is update in the marketplace. Here what you can do are:
- Examining chance that should be or could be exploited
- Identifying potential threats and show what may happen in the future.
- Starting an honest discussion and convincing reasons to make people talk and think
- Requesting support from customers and outside stakeholders to strengthen your opinion.
2. Forming a Coalition
Making people believe that change is necessary sometimes takes strong support and leadership from important people within the organization. Since managing the change is not enough, you must lead it. Here what you can do:
- Identifying the real leaders in the organization
- Working on team building with your change coalition
- Asking for an emotional commitment from those important people
- Checking the team weak area and make sure you have good combination of team from different levels and department in the company.
3. Creating a Vision for Change
If you think about the change, perhaps, there will be several great solutions and ideas floating around. Connect the concepts to an overall vision which can be grasped and remembered easily. What you can do are:
- Developing a short summary that represent what you see in the future
- Determining the values which are central to be changed
- Creating a strategy to do the vision
- Making sure that the change coalition of yours could describe the vision in about five minutes even less.
- Practicing the vision regularly.
4. Communicating the Vision
Practicing your vision after creating it will determine the success. Since what you do is more important than what you say, demonstrate the action that you want from other people. Here what you can do:
- Regularly talking about the change vision
- Addressing people’s anxieties and concerns honestly
- Applying the vision to all aspects, from training to performance review.
5. Removing Obstacles
In Kotter suggests that leadership and management, if you would like to take the steps and reach the point in the change process, you must talk about the vision and build buy-in from all organization level. Put in place the structure for change and also continually check for barriers to it.
6. Creating Short-Term Wins
No more motivates than success. Giving the company a taste of victory early within the change process within a short time frame is such a great idea. Creating short-term target not just long-term target is necessary to make the team work harder to come up with these targets.
7. Building on the Change
In Kotter argument, several “change project” have failed as the victory is declared too early. Quick winning is only the starting of what we require to be executed to reach long-term change. When you launch a new product by using new system, it is great. But when you can launch 10 products all at once, it means the new system is working. However, to reaching the 10 success, you need to keep finding the improvements.
8. Anchoring the Changes in Corporate Culture
At last, for creating any change stick, you have to be the part of your core organization. Making continuous efforts to make sure that the change is shown and seen in each aspect of organization. It is also essential for the leader of the company continues to support the change which includes the existing staff and the new leaders.
With these steps, you can feel the change in your organization such as what Kotter suggests that leadership and management.