Kotter's Leadership Approach

As time has changed the Air Force has implemented many changes to all apspects of how business is conducted and the mission is accomplished. I will delve deep into how a change of what I recently experienced could have been conducted from a leadership perspective with incorporating Kotter’s Approach which consists of eight steps that include step 1 Establish a sense of urgency, step 2 Form a powerful guiding coalition, step 3 Develop a vision and strategy, step 4 Communicate the change vision, step 5 Empower others to act on the vision, step 6 Generate short-term wins, step 7 Consolidate gains and produce more change, and finally step 8 Anchor new approaches. By utilizing these eight steps and implementing them correctly it will vastly improve
By Air Force leaders showing the members the results of the missions as a result of the change will satisfy this step. The leaders can let the members know that the essential training will alleviate many of the stressors that occur on deployments which will also relate to the members as again taking the proactive approach of addressing a situation before it becomes a problem and then having to react to it.
Step four is the way of relaying the change to the effected members and is known as the communicating the change vision step. This can be accomplished in several different methods via emails to lower level leaders and having them relay the message or to make it more personal I would suggest leaders hold breifing sessions at different locations to reach and respond to members in a face to face interaction. By leaders taking the time to personally relay this message of change I feel as though the members will take this change more seriously and implement the actions with great
To fulfill this step we will be informing our members of how success we have been so far in the current change which will build their confidence in us and allow them to trust that what we are intending will be both beneficial to the organization and to the members. Once the trust is gained through previous successful changes then members will not feel as reluctant to accept any further changes that are implemented. As in the change process there is always and will always be changes so therefore while we are implementing a current change we may need to divert our plan and initiate a new directive in pursuit of our ultimate goal of training members so when they are in place they have the knowledge to perform at the greatest potential.
The eighth and final step in Kotter’s eight step approach involves Anchoring new approaches in the culture which is defined as being accomplished by increasing work performance through customers and productivity related behaviors. To me I see us fulfilling this objective by the means of customer surveys that are accomplished in theatre by commanders of other sections to ultimately determine the production difference of before the change and then after the new groups deployed with the necessary