Creating a Powerful Guiding Coalition

Creating a powerful group to lead your change

Advice from Wendy Smith.  Wendy is a  Career and Life Coach helping you find fresh perspectives on your life particularly your career.  You can book a FREE coaching session or find out more at this link

Creating a powerful guiding group is perhaps the most challenging element of leading change. No one person on their own, however competent, is capable of completing all the tasks required in leading a large organisation through change. The tasks include;

 

  • developing the right vision,
  • communicating it to vast numbers of people,
  • eliminating all of the obstacles,
  • generating short-term wins,
  • leading and managing dozens of change projects
  • anchoring new approaches deep in an organisation’s culture.

Putting together the right people to lead and manage the change is critical to its success. It needs visible support from key people throughout your organisation. You must find the right people, instil in them a significant level of trust and develop a shared objective.

Those people need to have the right credibility within the organisation.  Otherwise things will go limp and the change will simply go to pieces and fritter away. This will leave the organisation weaker than it was before.

Create a team of leaders and managers that can act in concert and make productive decisions. The decisions need to be taken seriously by all the group! Managers in the team will keep the process under control, while leaders drive the change. Sometimes people can both lead and manage but don’t assume you will find both talents in the same people.

An effective guiding coalition

An effective guiding coalition should have;

  • Position Power:  Enough key players on board so that those left out cannot block progress.
  • Expertise:  All relevant points of view should be represented so that informed and intelligent decisions can be made.
  • Credibility:  The group should be seen and respected by all so that the group’s pronouncements will be taken seriously by others.
  • Leadership:  The group should have enough proven leaders able to drive the change process.

Creating a powerful guiding coalition means the team needs to develop trust in one another. They need a shared goal so that they can make the needed change happen, despite all of the forces of inertia and resistance they may find. If you need advice, get in touch.

Wendy Smith is a  Life Coach helping you find fresh perspectives on your life including your career. She helps people lead happier lives and feel more fulfilled. Need help finding work, with problems at work, at home or with relationships? Book a FREE coaching session with Wendy or find out more at this link

You can find Wendy’s books on Amazon at this link

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Handling Resistance

Handling Resistance

Leading Change the Kotter Way

Handling resistance and fear is the fifth step in the Kotter model. This is handling resistanceabout empowering action, over coming resistance and getting rid of obstacles to change. This post is  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 the next 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 CoalitionStep Three Creating a Vision for Change and Step Four: Communicate Your Vision

Now we are reaching the point where your investment in Stages 1 to 4, begins to pay dividends. Kotter himself states that when Stages 1 to 4 are skipped, resistance is inevitable and this can destroy your change.

People resist change because they fear loss.

They believe they are defending something they value which feels threatened.   This can include loss of security, power, resources and overall loss of control.  Most of us fear the unknown.

If you have followed the earlier Kotter steps when you reach this point, you will have been talking about your vision and building up buy-in from all levels of the organisation. Hopefully, your group will want to get busy and be out there achieving the benefits that you’ve been promoting.

But there may still be some resisting the change!  There may be people (individuals or groups), processes, structures and even organisations that are getting in the way? You not only need to put in place the structure for change, but check continually for barriers and blockers to it.

Handling resistance and removing obstacles can empower the people you need to execute your vision and it certainly helps them move the change forward.

Handling resistance! To remove obstacles you should;

  • Identify, or hire, change leaders whose main roles are to deliver the change.
  • Look at your organisational structure, job descriptions and performance and compensation systems to ensure they’re in line with your vision.
  • Recognise and reward people for making change happen.
  • Identify people who are resisting the change and help them see what’s needed.
  • Take action quickly to remove barriers (human or otherwise).

When people are resistant;

  • Help them understand the logic behind the change.
  • Give them an opportunity to contribute – to help design and implement the change (e.g., ideas, task forces, committees).
  • Provide facilitation & coaching to help them adjust to the change.
  • Offer incentives to those who continue to resist change.

If all else fails, and this change is critical to the organisation, you may need to use authority to get people to accept the change or move them sideways and, sometimes, even out of the organisation. Do it with as much respect for their dignity as possible – those remaining will be marked by how your respond .

This can be one of the most challenging stages for the Change Leader but – as I’ve written here many times before – no one told you change was going to be easy!

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Communicate Your Vision

Communicate Your Vision

Leading Change the Kotter Way

Communicate your vision is the fourth step in the Kotter model.  This is part of a series on the Kotter approach to leading shining light 2change. I am in process of revamping my original Kotter model series. This post is about communicating the vision that you created in the last stage. Links to all the earlier Kotter posts are in the next paragraph.  You should be working with a vision that people will be able to understand, get on board with and remember.

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 and Step Two: Forming a Powerful Coalition  and Step Three Creating a Vision for Change.

Step Four: Communicate Your Vision

So you believe you have an overall vision that people will be able to grasp easily and remember. Now you need to get your vision out there to the people who need to understand it. Believe me, how you communicate it, will determine whether your change works, or not.

Your message is likely to have lots of competition. It will have to stand out from all the day-to-day communications within the company. As well as that, if your change is really significant, you can expect the rumour mill to be at work already. It is more likely to be spreading bad news than good. So you need to communicate your vision frequently and powerfully.

But, communicating your vision is not all about words. You and your guiding team need to walk the talk. You need to show that you believe and embed message in everything that you do.

Don’t just call special meetings to communicate your vision. Instead, talk about it every chance you get. The guiding team need to be visible and let people see you as the embodiment of the change you intend to make.

The top team should be using the vision daily to make decisions and solve problems. And so should all those who are actively engaged. Challenge those who do not. Keep the message fresh and on everyone’s minds.  Then they will begin to remember your vision and respond to it.

What you do is far more important – and believable – than what you say.

Make sure the whole guiding team demonstrates the kind of behaviour you want from others.

  1. Talk often about your vision to make it real.
  2. Be authentic – openly and honestly address peoples’ concerns and anxieties.
  3. Be prepared to answer questions but when doing so keep your vision in mind.
  4. Apply your vision to all aspects of operations – from training to performance reviews.
  5. Tie everything back to the vision.
  6. Lead and manage by example.

If you would like some help thinking about how you are going to communicate your change and how you reflect your vision in what you do, please get in touch. I’ve been there myself.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Leading Change: Now With a New Preface by Author John Kotter

Leading Change: Now With a New Preface by Author John Kotter

I believe Leading Change is simply the best book around on its subject. The international bestseller is now available with a new preface by author John Kotter.

Millions worldwide have read and embraced John Kotter’s ideas on change management and leadership.

From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession–we’ve learned that widespread and difficult change is no longer the exception. It’s the rule. Now with a new preface, this refreshed edition of the global bestseller” Leading Change” is more relevant than ever.

John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.” Leading Change” is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in “Harvard Business Review.”

Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the world’s foremost expert on business leadership. You’re sure to walk away inspired–and armed with the tools you need to inspire others.


Wendy Mason is the Happiness Coach and author of a new novel, The Wolf Project.  Wendy is a life and career coach and writer. She is passionate about helping people find happiness at work and at home! To find out more emailwendymason@wisewolfcoaching.com, find her on Skype at wendymason14, or call +44 (0) 2081239146 (02081239146 for UK callers) or +1 262 317 9016 if you are in the US.  

A free trial/consultation allows you to give phone coaching a real trial without any financial risk. And remember there are great benefits to be achieved from coaching by phone or Skype.

CV review and interview preparation a speciality

  • Why Telephone Coaching Works
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Leading Change – lessons from the NHS – making sure your change is properly embedded!

The Department of Health headquarters in Whitehall
The Department of Health headquarters in Whitehall (Photo credit: Wikipedia)

I’ve worked on a lot of business change programs.  But when I first started working on them that was not what they were called; around the NHS, we had lots of “reorganizations”!

The longest period of my career was spent with the UK Department of Health.  Not long after I started, the Government initiated a major re-organization of the NHS – the one that led to the first appearance of “Area Health Authorities”, if I remember it correctly.  Not long after the start of the program, victory was declared and the change was regarded as complete.

But, of course, it wasn’t complete – the change was not embedded; things started to go wrong!

Guess what? We had a further reorganization to put things right.  And, of course, victory was acclaimed again.  And again, things went wrong.

So, it became a repetitive cycle, as governments of different political colors learned the hard way that changing the NHS just ain’t easy!  It really doesn’t do a great deal for your political career and, hard as you try to, you can’t de-politicize it and give all the risk to someone else.  But that doesn’t stop the brave cavaliers in each government trying again, does it?

I spent too long as a Civil Servant to now indulge in Party Politics.  Enough to say, that it was watching those repeated failures that got me interested in large scale change in the first place.

What seemed rather grotesquely obvious to me (ex-nurse and, oh, too many years in the Department), was that none of these changes was allowed time to truly embed!

Politicians live within the election cycle – democracy in action.  Their Political survival requires quick results to convince voters.

Unfortunately, large and complex and very organizations (like the NHS), can’t be turned round quickly.  Behavior takes time to change and culture usually lags long behind behavior.

Most of us don’t have anything as complex as the NHS to change.

But we do need to make our own changes stick/embed (Kotter Stage Eight).  We need to make the change become part of the core of the organization!

What can you do to help this along?

Well you need to make efforts continuously to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization’s culture.

It’s also 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 else can you do?

  • Continue to 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! But DON’T talk about the change being “over”.  If you do that, some people will just sigh a sigh of relief and revert to the previous state.
  • Include the ideals and values of the change in every new corporate event.
  • Remember those ideals and values when hiring and training new staff or making deals with new contractors.
  • Publicly recognize the achievement so far.  Make much of those who have worked so hard to get you this far!
  • Recognize and reward publicly those who truly demonstrate the change in their behavior – even if that recognition has to be quite modest in the present climate
  • Don’t throw up your hands and declare a failure just because the outcome isn’t perfect – no change is perfect – good enough is what it needs to be..
  • Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

I would love to hear about your own experience of large scale change. As for the NHS, well it belongs to all of us in the UK and everyone of us has a view – talk about Soccer Mums!

Kotter Reading List for you;

Related articles

  • Leading Change and the virtue of patience (wisewolftalking.com)
  • Leading Change – dealing with fears and facing up to resistance(wisewolftalking.com)
  • Leading Change – get your vision into people’s minds and keep it there!(wisewolftalking.com)

Wendy Mason works as a personal and business coach, consultant and blogger. She has managed or advised on many different kinds of transition and she has worked with all kinds of people going through personal change. If you would like her help, email her at wendymason@wisewolfconsulting.com or ring ++44(0)2084610114 or ++44(0)7867681439 or

Leading Change and the virtue of patience

Image of the glassharmonica, invented by Benja...
The glassharmonica invented by Benjamin Franklin
 “He that can have patience can have what he will.” Benjamin Franklin courtesy of Wally Bock  (who liked the earlier version of this). 
 

As some will know, I’ve been working my way through Kotter’s eight steps in change leadership again recently. Step Six is to create short-term wins.

Most of the post below was written a little time ago.  It was so well received that is doesn’t make sense to change it entirely but I have added a couple of further thoughts. 

Nothing motivates and gives people confidence more than success. Give your company and your team a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you’ll want to have results that your top team and staff can see. Without this, critics, negative thinkers and cynics might hurt your progress.

Big bang changes are fraught with risk and danger; so it makes sense, if you can, to break your change down into manageable modules.  This gives you the opportunity to create short-term targets.  These then build up to your overall long-term goal rather than having just one long-term event. It means you get early benefits.

You want each smaller target to be achievable, with little room for failure, particularly the early ones. Your change team may have to work very hard to come up with these targets, but each “win” that you produce can further motivate and inspire the entire organization. Your early wins inpire confidence so that people are prepared to stay with you for the rest of the journey.

What you can do:

  • Look for sure-fire projects that you can implement relatively quickly and without help from any strong critics of the change.
  • Don’t choose early targets that are expensive. You want to be able to justify the investment in each project.
  • Choose achievements with tangible results that are easily understood and, if possible, bring benefits to many
  • Thoroughly analyze the potential pros and cons of your targets and make sure you really understand what is required. If you don’t succeed with an early goal, it can hurt your entire change initiative.
  • Reward the people who help you meet the targets.
  • Publicize what you have done – get out there and wave your flags

I’d welcome your thoughts on this and if you would like help in leading or managing your change, please get in touch.

A Kotter Reading List for you;

  • Leading Change – dealing with fears and facing up to resistance (wisewolftalking.com)
  • Leading Change – get your vision into people’s minds and keep it there! (wisewolftalking.com)
  • Leading Change – Creating a Powerful Guiding Coalition (wisewolftalking.com)
  • Leading Change – deciding who leads! (wisewolftalking.com)

Wendy Mason works as a personal and business coach, consultant and blogger. She has managed or advised on many different kinds of transition and she has worked with all kinds of people going through personal change. If you would like her help, email her at wendymason@wisewolfconsulting.com or ring ++44(0)2084610114 or ++44(0)7867681439 or 

Leading Change – dealing with fears and facing up to resistance

Recently I’ve been writing about John Kotter’s eight stage process for leading and managing change.  Stage 5 is about empowering action, over coming resistance and getting rid of obstacles to change.

This is where your investment in Stages 1 to 4, begins to pay dividends.

Kotter himself states that when Stages 1 to 4 are skipped, resistance is inevitable and this can destroy your change.

People resist change because they fear loss.  They believe they are defending something they value which feels threatened.   This can include loss of security, power, resources and overall loss of control.  Most of us fear the unknown.

If you have followed the earlier Kotter steps when you reach this point, you will have been talking about your vision and building up buy-in from all levels of the organization. Hopefully, your group will want to get busy and be out there achieving the benefits that you’ve been promoting.

But there may still be some resisting the change!  There may be people (individuals or groups), processes, structures and even organizations that are getting in the way?

You not only need to put in place the structure for change, but check continually for barriers and blockers to it.

Removing obstacles can empower the people you need to execute your vision and it certainly helps them move the change move forward.

To remove obstacles you should

  • Identify, or hire, change leaders whose main roles are to deliver the change.
  • Look at your organizational structure, job descriptions and performance and compensation systems to ensure they’re in line with your vision.
  • Recognize and reward people for making change happen.
  • Identify people who are resisting the change and help them see what’s needed.
  • Take action quickly to remove barriers (human or otherwise).

To remove barriers of the human kind

  • Help them understand the logic behind the change.
  • Give them an opportunity to contribute – to help design and implement the change (e.g., ideas, task forces, committees).
  • Provide facilitation & coaching to help them adjust to the change.
  • Offer incentives to those who continue to resist change.

If all else fails, and this change is critical to the organization, use authority to get people to accept the change or to move sideways and, possibly, out.

This can be one of the most challenging stages for the Change Leader but – as I’ve written here many times before – no one told you change was going to be easy!

A Kotter Reading List for you;

  • Leading Change – deciding who leads! (wisewolftalking.com)
  • Leading Change – Creating a Powerful Guiding Coalition(wisewolftalking.com)
  • Leading Change – get your vision into people’s minds and keep it there! (wisewolftalking.com)


Wendy Mason works as a personal and business coach, consultant and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you.  Email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439

Leading Change – get your vision into people’s minds and keep it there!

shining light 2

I’ve written a lot here about the Kotter Model for leading change.  Recently I’ve been working my way through his various stages yet again because they always provide something new to think about. I’ve also written a lot about communication. Stage four of the Kotter process is about communicating your vision.

What you do with your vision after you create it and how you communicate it, will determine whether your change works, or not.

Your message is likely to have a lot of competition. It will probably have strong competition from other day-to-day communications within the company. As well as that, if your change is really significant you can expect the rumour mill to go to work spreading bad news. So you need to communicate your vision frequently and powerfully. You and your guiding team need to walk the talk and embed message in everything that you do.

Don’t just call special meetings to communicate your vision. Instead, talk about it every chance you get. The guiding team need to be visible and let people see you as the embodiment of the change you intend to make.

The top team should be using the vision daily to make decisions and solve problems. And so should all those who are actively engaged. Keep it fresh and on everyone’s minds,  then they will begin to remember it and respond to it.

What you do is far more important – and believable – than what you say.

Make sure the whole guiding team demonstrates the kind of behaviour that you want from others.

Make sure you

  1. Talk often about your vision to make it real.
  2. Be authentic – openly and honestly address peoples’ concerns and anxieties.
  3. Apply your vision to all aspects of operations – from training to performance reviews.
  4. Tie everything back to the vision. Lead and manage by example.

A Kotter Reading List for you;

  • Leading Change – deciding who leads! (wisewolftalking.com)
  • Leading Change – Creating a Powerful Guiding Coalition (wisewolftalking.com)
  • Leading Change – Your Vision in an Uncertain Future – Scenario Planning (wisewolftalking.com)

Wendy Mason works as a personal and business coach, consultant and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you.  Email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439

Leading Change – do you have a great vision?

A great vision needs to be about the future but it will fail if it is not firmly rooted in the present. You may wish to change a group but you can’t ignore its history, culture and organization.  Most of all you need to make sure there is a connection to its values.

This is where those who are new to the organization sometimes come adrift when leading and managing change.  Even if you are trying to move existing values on, you cannot totally ignore them in your vision for the future.  Somehow in your change, those in the existing organization need to feel that their present values are being honoured.

Your vision needs to have roots but it needs to be future focussed and challenging – it needs to reflect and set high standards, and high ideals.  Make your vision something that people will want to live up to.  That means it will keep chins high when you hit the difficult patches!

Your vision should inspire – you want it to raise enthusiasm and commitment. It is much more likely to do that if it touches the needs and aspirations of all those who have a stake in it.  This includes not only those inside the organization but also clients, customers, users and, if possible, your suppliers.

Make sure your vision can be understood – communicate it well.  Make it clear and unambiguous! Paint pictures when you talk about it that people can take away and imagine for themselves.  Make this a future they can see in their minds and want to be a part of.

Make your vision unique and distinctive – not to be confused with where we said we were going five years ago.  This must be special.

Above all make your vision ambitious!  Make sure that people can see that real progress will have been made when your vision is achieved.  This should be a vision that expands everyone’s horizons.

So to sum up your vision needs to be

  1. Appropriate to your history, culture and values
  2. Challenging with high standards and high ideals
  3. Inspirational
  4. Aspirational – reflecting the aspirations of all those with an interest
  5. Understandable
  6. Distinctive
  7. Ambitious

I’d love to hear you experience of working with visions – what has worked for you and what has not worked?

  • Leading Change – Your Vision in an Uncertain Future – Scenario Planning (wisewolftalking.com)
  • Leading Change – deciding who leads! (wisewolftalking.com)
  • Leading Change – Creating a Powerful Guiding Coalition (wisewolftalking.com)


Wendy Mason works as a personal and business coach, consultant and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you.  Email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439

Leading Change – deciding who leads!

Challenge kart

Last week I wrote about putting a group together to lead your change – creating a guiding coalition (Kotter Stage 3).

This group needs to include both managers and leaders and they will work together as a team.  The managers will keep the process under control while the leaders will drive the change.

A group with good managers but poor leaders is likely to produce plans but have no compelling vision. It will not communicate the need for change well enough for it to become meaningful –  it will control rather than empower people.

While a group that has all leaders and no managers is unlikely to be organized enough to create the short-term wins necessary to keep others on board for the long-haul – it will not sustain a change initiative.

You need a group that can convince people that change is necessary in the short term.  Then keep them actively engaged through-out the process, so that you can achieve the long-term goal.

Has your organization has been successful in the recent past?  Then if you look hard enough, you will probably find effective change leaders and managers throughout your organization!  You just have to find them.  They don’t necessarily follow the traditional company hierarchy.

If the organization has not been successful for a long time then you have a challenge.  You will need to seek out the good, work with the less good and, if possible, make sure the organization imports some capable fresh blood and embeds and empowers the individuals quickly.  This change will require a very experienced change facilitator fully backed by the top team

To lead and manage  change, you need to bring together a group whose power comes from a variety of sources including; job title, status, expertise, political importance and, just sometimes, sheer force of personality, in other words, charisma!

How to put a group together in four (not always easy) steps:

  • Go out and find the true leaders and strong managers in your organization.
  • Ask for an emotional commitment from these key people – explain to them why you need the change..
  • Work on team building within your change coalition.
  • Check your team for weak areas  and ensure that you have a good mix of people from different departments and different levels within your company.

I would welcome your thoughts on this and, of course,  I am very happy to answer your questions

Related articles

  • Leading Change – Creating a Powerful Guiding Coalition(wisewolftalking.com)
  • Leading Change – knowing what a sense of urgency really means!(wisewolftalking.com)
  • Bewildered by the change you have to make – here is help!(wisewolftalking.com)

Wendy Mason works as a personal and business coach, consultant and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you.  Email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439