Transformation efforts are grueling in every circumstance. Personal transformations require discipline and persistence over time to complete the desired outcome. Intellectual development requires great effort and sacrifice through hours of research and study. Physical development requires intentional exercise and diet. There will always be a degree of investigation to develop and train successfully. Intellectual and physical development requires commitment and patience. Leaders who successfully transform their area of influence exhibit the same fundamental competencies.
Kotter’s Plan
John Kotter, retired Harvard Business School professor and author of the book Leading Change, offers eight critical success factors for transformation efforts. He pinpoints the importance of having a sense of extraordinary urgency, creating short-term wins, to changing culture. Every leader can execute Kotter’s game plan to maximize their transformation efforts. Each step is dependent on the last and can not be marginalized. Many leaders strive for fast success but need to respect the required process to establish long-term success. Great leaders appreciate the journey to betterment through the narrow road that brings generational change.
Ideavirus
The road to transformation starts with a sense of urgency. Leaders who begin a transformational effort must first research and identify areas for growth. Day one for a new principal begins with communication, relationship building, and data assessment. These frequent interactions and studying data will ensure that all deficiencies are addressed. Once the problem areas have been identified, the leader should act with a significant sense of urgency. This transformation program requires the aggressive cooperation of many individuals. The leader should identify like-minded individuals who are influencers within their area. Seth Godin calls these individuals “sneezers,” who will likely tell and persuade friends and colleagues of well-structured and needed initiatives. They are the heart of an ideavirus (Godin, 2009). In theory, transformation efforts must become ideavirus that spreads throughout an organization to create initial change.
Powerful Coalition
Once the ideavirus has been communicated and established, a powerful guiding coalition accelerates its spread. Kotter explains that major renewal programs often start with a few people. The coalition must grow and include the head of the organization, who is an active supporter. Successful coalitions include powerful members in terms of title, information and expertise, reputations, and relationships (Kotter, 2007). Within the ideavirus, there must be a clear vision that is easily communicated and receives a reaction that signifies understanding and interest. The coalition must have a desired outcome that others can rally around. People will not join the transformation if they do not believe useful change is possible. There must be consistent and credible communication to capture the hearts and minds of the people.
Overcome Obstacles
Top leaders should embed messaging into their routine activities to capture hearts and minds. In the typical conversation or frequent meeting, the leader articulates how each proposed solution supports the bigger picture. Leaders are creative with their communication strategies through verbal interactions, written updates, and artistic work. They are also consistent in how they operate. Great leaders live out the mission and vision, where they are living symbols of the new culture. Followers want to experience an authentic leader who removes obstacles to the new vision. Obstacles will kill a transformative quest. Most people, by nature, will take the path of least resistance. If they are obstructed in their pursuits, they will retract into a comfort mode and not push forward. Great leaders identify obstacles through communication and eliminate them individually so people can be creative and produce.
Small Wins
Kotter makes a powerful point when he says, “Sometimes compensation or performance-appraisal systems make people choose between the new vision and their self-interest (Kotter, 2007).” When leaders are out of touch and do not consider compensation or performance appraisal systems, transformation efforts will die. When individuals, teams, or organizations perform at a high level and achieve milestones, leaders must celebrate these “short-term wins.” Momentum will continue to gather, and initiatives will build support through the small successes. It is vital to note that leaders and coalitions must not celebrate too soon. They must be the voice of reason and remain even, encouraged, and hopeful. There must be a continual search for areas of needed improvement and encourage the team to remain determined. When we do this, the corporation’s culture will sustain itself for generations.
Additional Resources
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References
Godin, S. (2009). Purple Cow. Penguin Publishing Group.
Kotter, J. P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
