I first came across Kotter’s ideas when I studied for my change management exams, and I wanted to get a little more in depth on some of these. Kotter’s 8 Step model for driving change is based on his years of consulting experience and has been foundational to much of today’s change management theory. This book takes a closer look at the model but also the idea of leadership in a ‘modern’ company and what it should look like in order for transformation to flourish.
An overview of the 8 steps
Step One: Create Urgency.
Step Two: Form a Powerful Coalition.
Step Three: Create a Vision for Change.
Step Four: Communicate the Vision.
Step Five: Remove Obstacles.
Step Six: Create Short-Term Wins.
Step Seven: Build on the Change.
Step Eight: Anchor the Changes in Corporate Culture.
Most of the book runs through these steps in more detail and explains why each is important. I’ll pick out a few ideas that particularly stuck me when reading…
Why don’t leaders feel the urgency to change
When the data is clearly showing cause for concern, and executives are aware that there are warning signs, why do they sleepwalk into disaster? Kotter talks about this idea, and notes that often in these situations there are outward signs of luxury and success that can mask the reality. If you’re sitting in a wood panelled boardroom and heading home in your executive car, then the worrying data you’ve been discussing probably doesn’t feel as real.
Avoid big egos and snakes
I’m sure we’ve all worked with people like this, who make everything about themselves rather than the project, or who constantly pit team members against each other. Kotter believes you should remove these people from your program at all costs, because they will derail progress and destroy the trust that is absolutely critical for success.
Leadership versus management
Both are needed for successful change, and Kotter recounts scenarios in which lack of one or the other has led to failure. Without leadership, you lack the vision and the motivation to ensure employees come along on the journey with you. Without management, you lack the vigour of practical changes in systems, processes and training critical for ensuring measurable progress. It’s more widely accepted now that leaders are made rather than born (although some certainly still believe they’re there by divine right 😉 ) but Kotter draws a strong link between leadership and continual openness to learning. He believes that those who would traditionally have tailed off in their careers towards their thirties or forties can develop into strong leaders by ensuring to build on their learning.
Show progress, but don’t celebrate too soon
It’s critical not to get so caught up in the long term vision that you forget to show short term progress. These early signs of success keep people motivated but also keep everybody anchored in reality and allow you to course correct if things aren’t going to plan. Once you have some “green shoots” don’t assume you have a garden, but instead continue to push for more changes which will generate even more results down the line.
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