Implementing change within an organization can be difficult. Yet, transformation is often necessary to develop a business effectively. Recognizing this, Harvard Business School professor John Paul Kotter proposed a model to help companies implement change management.
The method was presented in his book Leading Change, published in 1996. It describes 8 stages of change for successful corporate projects. Discover these 8 stages of Kotter’s model, which represent the operational levers of change.
Create a sense of urgency
The first step in implementing Kotter’s change model is to create a sense of urgency. The manager must convince their team that organizational change is necessary for the evolution of the company. This requires tactful communication with team members, to play on their emotions. The idea is to emphasize the need for change while communicating information to his staff.
This stage of Kotter’s model is necessary to eliminate any resistance to change within the management team. It enables everyone to accept the forthcoming transformation process. It eliminates one of the first major obstacles to organizational change within a company: lack of will. With the right tools, it helps communicate the manager’s vision to all employees.
To implement this phase of the Kotter change model, the manager must rely on their communication. This should be backed up with tangible evidence of urgency. These include KPIs, which are indicators used to assess the performance of a project or action. There’s also the SWOT analysis (Strengths, Weaknesses, Opportunities, Threats), short of proposing a new regulation.
Build a coalition
The second stage of the Kotter change model is a key phase in achieving quick wins during the change process. For effective change management, the leader needs to build a powerful coalition. Your team should be made up of employees who have a certain influence, due to their seniority and influence. The choice should also be made according to hierarchical position within the company.
The project manager will need a small group with a wide range of profiles. This will enable him/her to successfully convey his/her vision of change within the company. A manager should ensure that his or her team includes at least :
- a respected and experienced colleague
- a tenacious, dedicated employee
- a willing, pragmatic and perceptive collaborator
- a creative and curious person
Managers should also take account of employees’ expertise when managing change projects. It will be easier to legitimize the transformation project if you have people on your team who have put up fierce resistance to any change. This enables the leader to rally them to his or her cause, resulting in a stronger team.
Develop a vision and strategy
In this phase of the Kotter change model, you need to create a vision and strategy with your team. To do so, your team needs to look to the future to determine the best way to achieve the goal. Don’t hesitate to use the SMART method to define relevant and achievable objectives. You need to be able to stimulate and support teamwork if you are to successfully complete the fourth phase of Kotter’s model.
We recommend that you listen to individual employees to foster team spirit. The idea is to develop a sense of belonging within the small team. Each strategic action developed by the members of your group should also be carefully studied as a group to assess its relevance.
Communicate the vision of change
Once the previous three stages have been completed, it’s time for the manager to instill the vision of change throughout the company. This phase is important to ensure that all employees are involved in the transformation process. The leader should use their charisma, authority and appropriate communication tools to get everyone on board.
At this stage, you can communicate the strategy to be adopted to your employees through a presentation slide show, for example. The coalition can also create slogans that will appear on flyers to be distributed to everyone.
Empower employees
In the fifth step of the Kotter change model, the leader assigns a task to each employee. The idea is to empower all employees and show them that you have confidence in them, in order to increase their motivation. Each employee must realize they have an important role to play in the effective management of change.
To get through this phase of Kotter’s model successfully, you need to be able to reinforce team spirit. To this end, make collaborative tools available to your team. In addition, you’ll need to create a climate adapted to the culture of speaking freely.
Generate results quickly
This phase of Kotter’s model consists of providing effective coaching to help employees stay focused on the objective of the change project. It’s the final stretch on the road to bringing about profound change within your company.
At this stage, you need to show leadership by supporting your employees’ efforts to generate short-term victories. If you want to lead your company to success, don’t wait until the end of a project to congratulate your employees on their positive results.
Consolidate success
Once you’ve achieved the desired result, you need to be able to assess it over the medium term. You need to be on the alert for any difficulties employees may encounter now that the change has taken place. Take stock and find solutions to any problems encountered.
Anchor the new practices
The final phase of Kotter’s model calls for the implementation of a system to make the change sustainable. You can rely on education and perseverance to make the transformation part of the corporate culture.
