Establishing a Sense of Urgency
Without a sense of urgency people don’t move. Kotter suggests that for change to be successful, 75% of a company's management needs to "buy into" the change. In other words, you have to really work hard on Step One, and spend significant time and energy building urgency, before moving onto the next steps. Step 2
Creating the Guiding Coalition
Convincing people that change is necessary often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Step 3
Developing a Change Vision
A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense. What you can do:
Determine the values that are central to the change.
Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision in five minutes or less.
Practice your "vision speech" often.
Communicating the Vision for Buy-in
Clear, open and fair communication supports the change process. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do. Step 5
Empowering Broad-based Action
Remove obstacles to change. Change systems or structures that seriously undermine the vision and encourage the risk-taking and nontraditional ideas, activities, and actions Step 6
Generating short-term wins
Plan for visible performance improvements, create those...
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