The document summarizes John Kotter's 8-step model for leading organizational change. The 8 steps are grouped into three main phases: creating a climate for change, engaging and enabling the whole organization, and implementing and sustaining change. Kotter's model emphasizes the importance of establishing a sense of urgency, building a guiding coalition, developing a change vision, communicating for buy-in, empowering broad-based action, generating short-term wins, consolidating gains and producing more change. The document also discusses barriers to change and strategies for overcoming resistance at different stages of the change process.

1. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
krt4@williams.edu
x3542
Learning & Development Manager
Office of Human Resources
Kevin Thomas
John Kotter – Leading Change

2. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• 8 step process
• 3 Main phases
Kotter’s 8 Step Model

3. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Each step builds on
the next.
• Errors in one step will
cause problems in
later steps.
Kotter’s 8 Step Model

4. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• In complex changes,
stages can overlap.
Kotter’s 8 Step Model

5. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• In complex changes,
stages can overlap.
Kotter’s 8 Step Model

6. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Difficulties cannot be
underestimated.
Kotter’s 8 Step Model

7. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Changes tend to
beget changes
Kotter’s 8 Step Model

8. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Management and
Leadership are
complementary skills
• Organizations have
tended to emphasize
management over
leadership
Management vs. Leadership

9. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Management skills are:
o tactical
o technical
o impersonal
Management vs. Leadership

10. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Leadership skills are:
o visionary
o holistic
o interpersonal
Management vs. Leadership

11. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Leadership skills are:
o visionary
o holistic
o interpersonal
Management vs. Leadership

12. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Leadership skills are:
o visionary
o holistic
o interpersonal
Management vs. Leadership

13. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Leadership skills are:
o visionary
o holistic
o interpersonal
Management vs. Leadership

14. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• People slow walk
• Innovation is stifled
• Changes don’t stick
When Change is Overmanaged

15. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 1: Increase urgency

16. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Sources of Complacency

17. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• What in the Williams culture
promotes complacency?
• What in the Williams culture
promotes a sense of urgency?
1-2-All Questions

18. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Complacency Factors Urgency Factors
Age of the organization New leadership
Lack of clear performance standards High achievement culture
Lack of clear feedback Passionate, engaged students and alums
Happy talk (US News & World Report)
Job security
Complacency and Urgency At Williams

19. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 2: Build the Guiding Coalition

20. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Pitfall 1: Going it Alone

21. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Pitfall 2: Low Credibility Committee

22. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Position Power
Enough formal authority to get things done, and to overrule naysayers.
• Expertise
Diverse points of view and relevant subject matter experts
• Credibility
Members have good reputations among various stakeholder groups.
• Leadership
Members have strong leadership track records.
Characteristics of an Effective Guiding Coalition

23. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Create opportunities to bond
• Off site retreats
• Lots of sharing
Build Trust among Coalition Members

24. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Develop a common goal
o Sensible to the head
o Appealing to the heart
The Task of the Coalition

25. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 3: Developing a Vision and Strategy

26. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• “It’s going to rain soon. Let’s get
under the gazebo and eat our
lunch.”
• Context
• Vision
• Call to action
Example

27. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
1. Leader often has a rough draft, brings to
guiding coalition
2. Painstaking, interactive conversations
3. Work product:
5 Minute Elevator Speech about the
Change (Kotter) or
30-3-30 (Lyman & D’Alosio)
Steps

28. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 4: Communicating the Change Vision

29. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
The Scope of the Challenge

30. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Pile of gloves (Switch)
• Sinking ship vs. Last Voyage
(Bridges)
• “Teach It Forward”
Use images and metaphors

31. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Guiding the coalition should take
opportunities to segue to talking
points about the change
o performance reviews
o staff meetings
o 1:1s
Repetition

32. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Dietary advice
Lead by Example

33. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Shop the change around with
various stakeholder groups
• Invite doubts and criticism
• Allow hidden obstacles to come out
of the woodwork
• Modify plans based on conversation
Refine the Vision through Dialog

34. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 5: Empowering Action
• Fedex delivery
• Teradata

35. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Lack of skills
• Supervisory style
• Formal Structures
• Poorly designed systems
Barriers to Empowerment

36. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• What are the barriers to
empowerment at Williams?
1-2-All Discussion Question

37. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• Accountability varies across
different levels of the organization
• Structures don’t encourage
coordinated action
• Performance management system
does nothing to drive large scale
change or teamwork
Barriers to Empowerment at Williams

38. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 6: Short Term Wins
• Reward change agents
• Create stronger buy in
o fence sitters
o doubters & haters
• Refine the vision

39. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 7: Consolidating Gains and Producing More
Change
• Use credibility to up the
ante
• Align interdependent
systems
• Build leadership &
management talent
• Shed antiquated
structures & habits

40. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
Step 8: Anchoring New Approaches in the Culture
• Engraining values &
habits
• Use succession planning
to advance high potential
leaders
• Help doubters and
haters move on

41. John Kotter – Leading Change
Kevin R.Thomas, Manager, Learning & Development · Office of Human Resources · krt4@williams.edu · 413-597-3542
• So What?
• Now What?
Concluding questions 1-4-All