What is Kotter’s 8-step change model?
Leadership and change expert Dr John Kotter, from Harvard Business School in the US, developed a process that business leaders can use to transform their organisation successfully.
Over the course of four decades, he observed what business leaders were doing to implement change and determined common success factors, which he labelled the 8 Steps for Leading Change.
The model can be used whenever any kind of organisational change is required to be implemented, but there are some common scenarios when business leaders will find it most useful. These include everyday initiatives such as implementing a new process to increase efficiency or executing a new project, as well as more complex initiatives such as digital transformation or changing the workplace culture.
The 8 Steps for Leading Change
The Kotter 8-step change model is just as it is described; there are eight steps to follow to increase the likelihood of change being successfully implemented in any business.
Step 1. Create a sense of urgency
Change in the workplace can only occur when workers recognise there is a need to change and are driven to make the change for a reason. If there is nothing particularly driving the change, workers will not deem it a priority and the change may never occur.
For example, a business leader may want to implement a new process that improves efficiency. If they do not designate a deadline for the process to be learned and implemented, there is no urgency for the workers to do so, and they can spend days not bothering to attempt the new process. This may cause inefficiencies to continue. However, if the business leader states the new process is required to start the following day, the workers will learn how to follow the process, and it will be implemented.
You can also create a sense of urgency by inspiring people to act. This is useful when trying to make aspirational changes rather than operational changes, such as encouraging workers to feel comfortable to suggest new ideas at any time.
Inspiring people to act is also useful when the goal does not have an imminent deadline or will take time to implement, such as changing the workplace culture to become more inclusive of workers from different cultural backgrounds.
Step 2. Build a guiding coalition
A guiding coalition is essentially a project team, working party or a group of ambassadors to embrace, guide, coordinate or spearhead the change among the workforce.
The type of guiding coalition may depend on the type of change that the business requires to be implemented.
For example, if an organisation is changing its computer system to use new software or a different email program, it may require ambassadors to be appointed rather than a working party. Ambassadors are employees who are willing to use the new software, perhaps during a trial phase, and have a positive attitude around its benefits. They may be trained in using all its functions so that they can help other workers if they have problems or questions about using the software after it is implemented.
Meanwhile, a working party may be useful for change that needs to be built from the ground up, such as devising and implementing a new policy around remote work arrangements. They will meet regularly to develop the policy, encourage their colleagues to read the policy and take advantage of its benefits, and gain informal feedback to improve the policy over time.
Step 3. Form a strategic vision
Any change must have a vision of how the future will be different to the past. This third step identifies what that future will be and maps a plan to achieve it.
For example, the vision may be to have a diverse workforce. One of the strategies to do this may be to ensure there is no unconscious bias in the company’s recruitment process that means applicants are inadvertently excluded because of their cultural background or physical disability. Initiatives to achieve this, such as implementing a masked recruitment process or providing HR staff with training on how they can recognise unconscious bias in themselves, can be outlined as part of the strategy.
Initially, the vision need only be succinct. Further details can be added over time as the change is implemented.
Step 4. Enlist a volunteer squad
This step goes further than the second step, in which a small number of employees are involved. The volunteer squad is the company’s total workforce, or at the least, the teams that will be required to take on or deal with the changes.
Kotter’s reasoning for this step is that when people volunteer to make changes or will happily go along with them, rather than resist the change, then change is more successfully implemented.
Therefore, the change process and the benefits need to be communicated to all staff. Any concerns that any employees hold should be addressed or answered. They can also be encouraged to provide their feedback. In some instances, business leaders may decide to reward employees for embracing the change.
For example, a new shift may be required to be implemented at an organisation to help it meet demand for its new product, but employees may be hesitant to work that new shift, preferring their original hours or fearing what it means for their work-life balance if they are to work different hours. A business may decide to reward employees who are among the first to sign up to join this shift with extra benefits, such as paying for dinner if it is a night shift or providing them with new uniforms. Or, a new process enabling employees to request particular days off can be implemented to offset the effect on their home life.
Step 5. Enable action by removing barriers
Progress in achieving change can be delayed or stalled by the even the simplest of obstacles, but business leaders who are ready to tackle them head on can get their initiatives back on track. Employees may be deterred from continuing with the change when these barriers occur, but ensuring the problems are overcome swiftly helps to show they are only teething problems rather than long-term issues.
There may be barriers that may be anticipated during the change process, such as the delivery of new machinery being delayed a few days, or unforeseen barriers, such as the machinery breaking down on the first day of use. In this example, any employees who are resistant to change may see the machinery problems as a failed or flawed change process and will revert to old patterns and procedures. However, business leaders who find ways to overcome the barrier and encourage employees to stick with it can ensure change continues.
It can help to praise or reward employees for raising obstacles or challenges that occur along the way as a way to continue enlisting volunteers. An unforeseen obstacle may be inevitable at some point of any change process, and showing that the business is flexible and will react to issues that employees themselves raise helps to get their buy-in.
Step 6. Generate short-term wins
Recognising small achievements or goals along the path to change can help encourage employees to continue, especially if the change is a long-term vision. When they know they are making progress and business leaders are happy with the changes being made, they are more likely to continue doing the hard work to make the change.
Depending on the change being implemented, the milestones may be identified at the start of the project, which can give employees clear timelines and encouragement to strive to achieve them. Or, business leaders may like to surprise employees during the change transition when they believe a milestone has been met.
For example, a staff party or lunch may be organised for the end of the week when a new software program was rolled out to celebrate that staff were able to use it. Or, business leaders may simply want to speak up at a staff meeting to communicate that a milestone has been achieved and to thank everyone for their hard work or patience.
Step 7. Sustain acceleration
When the first signs of change being implemented start to show, it can be easy for business leaders and employees to rest on their laurels and believe that the hard work is done.
However, the seventh step is to keep the momentum going by keeping track of progress or perhaps adding new goals and milestones to achieve.
It may involve repeating some of the earlier steps, such as continuing to recognise small achievements, watching out for and removing new barriers and adding new members to the guiding coalition. It may also involve making changes to the vision or initiative, especially if significant problems occur.
For example, a new staff award may be permanently introduced for the employee who achieves the most success or first meets new key performance indicators (KPIs) every quarter, rather than it being a one-off award during the change transition phase.
Step 8. Institute change
The final step involves embedding the change in everyday operations and company culture.
Ensure that new employees are aware of any particular policies or procedures and adhere to them, especially if they are different to what they may be used to at their former employer. Business leaders can raise success stories as they occur and long after the change has been implemented. If new behaviours are exhibited in the workplace that do not fit with the vision, address them immediately as they arise.
The Kotter 8-step change model is not the only one that business leaders can use when implementing change within their workforce or company operations. However, it is simple and easy to follow. It can be adapted to whatever change goal the business has and works, no matter what industry that the business operates in.
