The first step in Kotter’s change model is to create a sense of urgency. For change to happen the organisation has to want it this is why it’s important to gain initial motivation which will help get things moving. Starting an honest discussion gives members of staff the opportunity to ask their questions as well as hearing any opinions or ideas they may have to give. Starting an honest discussion could make members of staff feel valued and wanted within the organisation. You could ask for the support of suppliers, customers stakeholder etc. this will only strengthen your argument as well as getting them ready for any change that could affect them.
The second step is to form a powerful coalition. You need to persuade people that change is imperative you should “win the minds and heart of the people” as John Kotter said in his video; The Heart of Change. Convincing people that change is necessary takes strong leadership and evident support from vital people within the organisation.
Next you should create a vision for change. It’s important to get plenty of ideas together to create a clear vision of how the future will be different from the past and how you plan on making that a reality. This gives everyone a clear understanding of why you are asking them to change. The vision should be simple and easy to understand yet create maximum impact with the company’s core values at the heart of it.
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After you have created your vision, how you communicate it will decide how successful it is. This is where the next step comes into play. Communicate the vision. Broadcasting your vision regularly, powerfully and embedding it in everything you do will help to fight of any competition you may have from day-to-day communications within the company. It is also important to “walk the talk” as actions speak louder than words and are far more important than what you say. Flaunt the type of behaviour you wish to see from others.
You should remove any obstacles you face by putting in place the structure for change and continually checking for barriers. Getting rid of any hardship can allow the people you need to fulfil the change.
Setting short-term goals will help motivate staff. When goals have been met staff will feel driven and happy encouraging them to work harder to meet other goals. Not only does it encourage staff to work hard but it also gives them a clear understanding of what is happening and gives a clear idea of how they fit into the change and how important their role in it is.
A lot of people will declare victory too soon. You need to consolidate improvements and make sure you are strengthening the process by creating new projects, developing and promoting staff who can carry out the change.
Finally, you need to anchor the changes. Make sure that the change sticks!
