LEAD - August 2023

Kotter’s Eight-Step Model for Leading Change

Remove Obstacles and Empower People to Act Determine the time, knowledge, resources, and discretion people will need to implement the change, and then take steps to make sure these factors are addressed, communicated, and implemented.

Paint a Compelling Picture

Communicate the Change Widely

Achieve and Celebrate Quick Wins

Get the Right People Onboard

Make Changes Stick

Light a Fire

Keep it Moving

Determine how you will communicate the urgency for change in a way that touches people’s emotions – how will you help people feel the need for change?

Look for ways to institutionalize the new approach. In the process, strive to integrate the new values and patterns into everyone’s work habits. If possible, tie successful practice to awards and/or incentives.

Build on the credibility of early accomplishments and keep the change process moving forward. Openly confront and change any remaining issues, structures, or systems that are getting in the way.

Identify short term accomplishments that people can recognize and celebrate. Then, communicate and celebrate! Also, identify other means of keeping enthusiasm for the change high.

Identify all impacted by the change, determine the exact messages each audience needs to hear, determine the vehicles that will be used to communicate, as well as who will

Create a picture that helps people understand why the organization is undertaking the effort and how the change will help it to achieve its long term goals.

Identify who has a shared commitment to the need for and possibility of change. Include people with enough power to make sure the change happens, as well as people who can help make the change more acceptable to others.

deliver the messages.

DEFINE THE CHANGE

THREE-STEP MODEL FOR SCOPING CHANGE

ƒ What needs to happen? ƒ Why does it need to happen? ƒ When does it need to happen? ƒ How long will the change process be? ƒ What new resources will be needed? IDENTIFY THE IMPACT ƒ Who will be affected by the change? ƒ What process and/or policies will be impacted? ƒ Are there tools or technologies that will be involved in the change?

CHECK THE RESISTANCE PULSE

ƒ Is my team/agency ready for the change - will they see the value in it? ƒ Are those who will fear the change? ƒ Are there those who will see the need for change, but who will consider the response wrong? ƒ Are there those who will simply think the change is not needed?