In our last video, we discussed the Foundational Steps of Kotter Framework. As we have seen, the first step is aimed at getting people to believe that status quo is unacceptable, and the need for change is urgent. The second step involves creating a coalition of individuals with strong inner drive to lead the change effort. The third step, is about developing an energizing shared vision, and then deconstructing it in terms of specific goals and goal assignments. The first three steps create the right climate for change. The next phase of change involves engaging and enabling the organization. This includes three steps: number 1, communicating for buying, number 2, enabling action by removing hurdles, and number 3, creating short term wins for generating momentum for the change. Let us discuss these steps now. After developing the vision and establishing clear roles, expectations, and targets, we have to gain employee buy-in for these. This requires effective communication. Change will be a nonstarter, unless people clearly understand why changes needed, what will be different after the change, and what is specifically expected of them. It is said, what looks like resistance, is lack of clarity. As a high-performing leader put it, in communication, what is important is not what you say, but what is heard. Leaders have to be therefore committed to two-way communication, patience and listening, and simplicity and repetition. A big mistake in communication is to restrict it only to a select few who are senior and visible. Stellar performance requires that your communication reaches every single employee who has to behave differently for the change to succeed. Kotter emphasizes a few more points about communicating for buy-in. First, actions speak louder than words. We have to check whether behaviors of key individuals are consistent with what we are trying to achieve. Second, they will always be naysayers. Their objections have to be effectively dealt with. Finally, change evokes anxiety and uncertainty. So leaders should commit quality time and attention to informal, honest, and empathetic communication. The fifth step in the Kotter framework, is one of empowering and enabling broad-based action. Even as we ask employees to take initiative and behave differently, they may confront obstacles and constraints that make it difficult for them to contribute. Kotter's research indicates three types of barriers. First barrier, formal structures of information sharing and performance management that create hurdles to action. Example, old performance targets, restrictions on formal authority, and non-transparency or non availability of information. Second barrier, our own bosses and individuals in key positions, who discourage employees from behaving differently. Third barrier, other mindsets. People may not believe that change is really possible. Change leaders should identify such hurdles and quickly address them. As it is said, sometimes the enemy is within. Dealing with those hurdles requires attention to emotions and relationships. That's why Kotter states that a rational project management type approach will not work for leading change. Changing culture and behavior demands more than a logical plan. The sixth change management step is one of generating short-term wins. To keep the momentum going, the change team needs to generate and publicize short-term successes. When there is compelling evidence that changes working, people feel confident than infused. It also helps calm down those members who have doubts about the change project. They start believing that the change effort is helping the unit moved forward. In the A You Ready For The Future program that we had talked about in the earlier video, tech professionals were given business training. After a few rounds of the program, two participant developers were sent to Tokyo to a client side to discuss a potential project opportunity. In the normal course, business persons would have been sent. But instead, developers were given that responsibility. The developers were able to sort out all the domain concerns with the client, and at the same time analyze technical feasibility of the project. They won the contract without any help from the business side. This win gave a huge boost to the change initiative, it was clear proof that the change was working. Kotter says that the short-term wins should ideally be visible, unambiguous, relevant, and celebrated. In our example, everyone could see that winning the Tokyo contract was a real success, and it was directly related to the change effort. It contributed to greater engagement and interest. It justified the efforts invested in the change. Higher-ups in the organization also became more confident about the change initiative, and the bystanders and reluctant supporters turned into more active participants. In the Kotter framework, the final phase of implementing and sustaining the change involves two steps of not letting up, and incorporating the change into the culture. After a few successes, fatigue you may catch up, and people working on the change may slow down and gradually give up by thinking, "Haven't we done enough already?" It takes conscious effort to maintain focus and keep up the momentum. That's why Kotter lists not letting up as a separate seventh step. We all have a tendency to start a process with great enthusiasm, but starts lacking once we cross a certain stage. Kotter recommends a few actions to maintain focus and energy: one, eliminate unnecessary processes or meetings, to create slack for the change effort, two, resist the temptation to declare victory prematurely, and three, to personal example ensure seriousness of followed actions. The eighth and final step is that of incorporating change into the organizational culture, and the way it operates. In our earlier change example of tech professionals having direct dealings with clients on business issues, reinforcement was achieved by: A, appropriately restructuring the organization, B, rewarding individuals who excelled in both technology and business, and C, making the required changes in role assignments, and people processes. To sum up, Kotter's influential framework serves as the pilot's checklist. It provides a detailed list of items that we should consciously pay attention to every time we need a change effort, small or large. There are certain key principles that Kotter highlights. We should get into change with a want to, not have to mindset. We should appeal to head and heart, not just head. Change is much more leadership, not just more management. That's why we cannot rely merely on such rational aspects as project management, budget reviews, or reporting relationships. It is important to appreciate that there is great value in things like: alignment around ideas, people engagement, agility and resilience, and inspired and determined action.
