“They always say time changes things, but you actually have to change them yourself.” Andy Warhol (1928 – 1987), The Philosophy of Andy Warhol.
As President of SmarterServices, I have a recurring task set for January 1st of each year. It is to read and reflect on leadership and change. Most of us are leaders of something. We may lead companies, families, local civic groups, houses of worship, or students. My definition of leadership is this – “Fostering Change.” As leaders we should not just wait on things to change in their due time. We must create an environment that fosters and manages change.
2013 will be a year of great change for SmarterServices. As I am preparing to lead this change within this organization I encourage you to read the information below and reflect on how you can use it in the circles in which you foster change.
The Eight-Stage Process of Managing Major Change
1. Establish a sense of urgency -Examining the market and competitive realities -Identifying and discussing crises, potential crises, or major opportunities.
2. Creating the guiding coalition -Putting together a group with enough power to lead change -Getting the group to work together like a team
3. Developing a vision and strategy -Creating a vision to help direct the change effort -Developing strategies for achieving that vision
4. Communicating the change vision -Using every vehicle possible to constantly communicate the new vision and strategies -Having the guiding coalition be a role model the behavior expected
5. Empowering broad-based action -Getting rid of obstacles -Changing systems or structures that undermine the change vision -Encouraging risk taking and nontraditional ideas, activities, and actions
6. Generating short-term wins -Planning for visible improvements in performance, or “wins” -Creating those wins -Visibly recognizing and rewarding people who made the wins possible
7. Consolidating gains and producing more change -Using increase credibility to change all systems, structures, and policies that don’t fit together and don’t fit the transformation vision -Hiring, promoting, and developing people who can implement the change vision -Reinvigorating the process with new projects, themes, and change agents
8. Anchoring new approaches in the culture -Creating better performance through customer- and productivity-oriented behavior, more and better leadership, and more effective management -Articulating the connections between new behaviors and organizational success -Developing means to ensure leadership development and succession
Source: Adapted from John P. Kotter, “Why Transformation Efforts Fail,” Harvard Business Review (March-April 1995): 61.