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Leading Change
Most change efforts go through a series of phases that require a considerable amount of time. The vision needs to be clear, and easy to communicate
Errors.
Not establishing a great enough sense of urgency
Successful change efforts begin by identifying a major change in performance, or major risk within a specific time frame
This risk is communicated broadly and dramatically
Communication is more difficult than it seems
Leadership (clarity, decisiveness) are critical at this stage of the process
At times, the crisis is manufactured
Not creating a powerful enough guiding coalition
There needs to be enough leaders in the coalition or it will not succeed
The head of the company is important, but nowhere near enough
Some change members need to be outside senior management, operating outside the established hierarchy
A leader needs to get the key players together to specifically work on the strategy
Insufficient power among the team will also cause the initiative to fail
Lacking a vision
1. The vision provides guidance to all stakeholders
3. Vision binds the disparate projects that comprise the change process
4. Without vision, employees become confused and alienated
5. If you can't communicate the vision in five minutes or less and get a reaction that signifies both understanding and interest, you do not yet have a workable vision.
IV. Undercommunicating the vision by a factor of ten
1. Communicating the vision once or twice is not enough
2. Executive/managerial behavior must be in line with the vision
3. It takes thousands of people to implement a change, so thousands of people need to understand the vision and buy into in.
4. Repetition is key. Repeat the vision early and often
5. If downsizing is part of the change, communicating the vision becomes more challenging, especially with respect to buy in
i. But it is more important
6. Bosses have to change, first, and they have to make demands consistent with the vision. "Walk the talk."
V. Not removing obstacles to the new vision
1. There are often blockers to…
References
Kotter, J. (1995). Leading change: Why transformation efforts fail. Harvard Business Review. In possession of the author.
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