The eighT STep proceSS 
             for Leading change
             From John Kotter’s Leading Change Model
                                                                               “More than 70% of all major 
       The eight step process is designed to help leaders effectively          transformation efforts fail. 
       plan for a necessary change within their organization while             Why? Because organizations 
       understanding the potential impacts that will effect the people         do not take a consistent, 
       and organization.                                                       holistic approach to changing 
       Eight Step Process:                                                     themselves, nor do they engage 
                                                                               their workforces effectively.”
     1. create a Sense of Urgency
       Craft and use a significant opportunity as 
       a means for exciting people to sign up to 
       change their organization. 
     2. Build a guiding coalition
       Assemble a group with the power and 
       energy to lead and support a collaborative 
       change effort. 
     3. form a Strategic Vision and initiatives                               create a 
       Shape a vision to help steer the change                                Sense of 
       effort and develop strategic initiatives to                            Urgency
       achieve that vision.                                    institute                     Build a 
     4. enlist a Volunteer army                                change                        guiding 
       Raise a large force of people who are ready,                                          coalition
       willing and urgent to drive change. 
     5. enable action by removing Barriers                                                         form a 
       Remove obstacles to change, change              Sustain              THE BIG                Strategic 
       systems or structures that pose threats to      acceleration    OPPORTUNITY                 Vision & 
       the achievement of the vision.                                                              initiatives
     6. generate Short-Term Wins
       Consistently produce, track, evaluate 
       and celebrate volumes of small and large               generate                       enlist a 
       accomplishments—and correlate them                     Short-term                     Volunteer 
       to results.                                            Wins            enable         army
     7. Sustain acceleration                                                  action by 
       Use increasing credibility to change                                   removing 
       systems, structures and policies that don’t                            Barriers
       align with the vision; hire, promote and 
       develop employees who can implement the 
       vision; reinvigorate the process with new 
       projects, themes and volunteers. 
     8. institute change
       Articulate the connections between the 
       new behaviors and organizational success, 
       develop the means to ensure leadership 
       development and succession. 
       * All materials from Kotter International with permission
             The eighT STep proceSS 
             for Leading change                                                          acTiViTY:
             From John Kotter’s Leading Change Model                                     Navigating Change 
                                                                                         Successfully
       Any successful organizational change initiative requires you to do the following well: 
         help your employees understand the need for and value of the change
         equip them with the knowledge, skills, experience and tools they need to adopt the change
         demonstrate a real, ongoing commitment to the change, across the organization.
       The following chart outlines key questions to consider.
        What is the change? What is the Big 
        opportunity? (Identifying the change helps create a 
        sense of Urgency, phase 1) 
        What is the current perspective on change in 
        general and this specific change? (Understanding 
        the current state will enhance Urgency and guide you in 
        identifying who will make up the Guiding Coalition, phase 2)
        how will i create buy-in for my team? any 
        ideas for how to reward actions that support 
        change? (Critical for maintaining the support of the 
        Guiding Coalition, phase 2)
        given that communication is critical, what 
        key messages need to be delivered? To 
        whom? By when? (Knowing what to say and how 
        to say it will help form the Strategic Vision and Initiatives, 
        phase 3 and gain Volunteers, phase 4. Eventually in phase 
        8, communication will help make connections between new 
        behaviors and org. successes)
        What doubts will likely need to be addressed? 
        (Addressing doubts will help to Enable Action, phase 5)
        Who do i need to enlist to help support these 
        efforts? in other words, who are the potential 
        champions? (At this point the change is in motion, new 
        champions will help you Sustain Acceleration,  phase 7)
        What ideas do you have to generate and 
        celebrate wins? (Celebrating accomplishments will help 
        to Generate Short-Term Wins in phase 6)  
       * All materials from Kotter International with permission