Anchor the Change
Leading Change the Kotter Way
Anchor the Change is the eighth and last step in the Kotter model. Real change runs deep, takes time and needs to be embedded. It has to become part of the core of your organization! Your corporate culture often determines what gets done, so the values behind your vision must be shown in day-to-day work.
This post is last part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in this paragraph. The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency , Step Two: Forming a Powerful Coalition, Step Three Creating a Vision for Change , Step Four: Communicate Your Vision , Step Five: Handling Resistance , Step Six Delivering Short-Term Wins and Step Seven Building on Change
Step Eight: Anchor the Change in Corporate Culture
This is the last step. To make any change stick, it has to become part of the core of your organization! Your corporate culture often determines what gets done. So the values behind your vision must be shown in day-to-day work.
You should make continuous efforts to ensure the change is seen in every aspect of your organization. This will help give that change a solid place in your organisation’s culture.
It’s important that your company’s leaders continue to support the change. This includes existing staff and any new leaders who are brought in. If you lose the support of these people, you could end up back where you started.
What you can do:
- Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Give everyone a clear picture!
- Include the change ideals and values when hiring and training new staff.
- Publicly recognise key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
- Publicly reward people who demonstrate the change in their behaviour – even if it is just a word in the office at their desks.
- Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
Here is a Kotter Reading List for you;
- Leading Change
- Our Iceberg is Melting: Changing and Succeeding Under Any Conditions
- Heart of Change, The: Real-Life Stories of How People Change Their Organizations
- A Sense of Urgency
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