John Kotter articulated his 8-step process model for leading change in his 1996 best seller, Leading Change. And, although there have been some changes in terminology, all of his team’s research since has continued to endorse the basic 8 steps. So, what is Kotter’s 8-Step Process for Leading Change.
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These 8 steps are:
These first three set up the basis for change
The second three create an empowered cadre
The last two steps make create change
Let’s look at them one at a time…
Ensure people recognize the need for change, to motivate them both to start to let go of the past, and to participate in the change to come.
Whilst fear of consequences is a powerful motivator, crafting an inspiring vision of the future is more sustainable.
This is a team that understands the need and is committed to leading the work to deliver the change. Ideally, this group needs to span every dimension of the organization – regionally, functionally, demographically, and hierarchically.
This step combines articulating what you want to achieve and the practical plan of how you can achieve the changes.
The guiding coalition (change leadership team) needs to be able to articulate this clearly and effectively.
Now you need the numbers to share the load and make things happen. You need to craft a movement if your change is to stick.
This means communicating the vision, building momentum, and harnessing the enthusiasm as you create it.
You need to lift every possible barrier of unnecessary procedure or policy, so people can work efficiently and effectively across the silos that could prevent progress.
This means giving real power to your guiding coalition. And it means them delegating their power to your enthusiastic volunteer army.
Success motivates and it proves a point. Look for opportunities to succeed, and then make use of them through recognition, communication, and celebration. Do this from day one and do it often.
Quick wins, easy wins, small targets. But don’t over-focus on these to the extent that they sap all your team’s energy, leaving nothing for the big things.
This means you need to pace yourself and your team. Build change into the culture, so you can sustain progress and remain resilient in the face of inevitable setbacks. Create changes in a sequence: ‘change after change’, not ‘change upon change’..
Now you need to lock the changes into the culture, so they stick.
Carefully curated video recommendations for you:
Change is an inevitable consequence of projects.
And, as a Project Manager, you’ll soon be called to lead it.
To do so, you’ll need practical tools and models…
A Practical Introduction to Change Management for Project Managers and Change Leaders
I asked Project Managers in a couple of forums what material things you need to have, to do your job as a Project Manager. They responded magnificently. I compiled their answers into a Kit list. I added my own.
Note that the links are affiliated.
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Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 14 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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