130 • 100 GREAT BUSINESS IDEAS
discussions and using other forms of communication, members
of the guiding coalition should act as role models for the type of
behaviors and decisions that are needed.- Empower others to act on the vision. If old procedures and
obstacles remain in place during change, it will be demotivating
for employees involved in the effort. So, encourage and support
people to make the right changes, ideally without always referring
upwards. - Plan for and create short-term victories. Find ways to start the
process and work hard to generate momentum, even in small
ways. Motivate employees by continuously emphasizing
milestones and successes. Accentuate the positive aspects of
the transition. - Consolidate improvements and maintain momentum. Rather than
growing complacent as the process develops, use the credibility
gained to reinvigorate and expand the changes to all areas of the
company. - Institutionalize the new approaches. Anchor the changes fi rmly
in the culture of the organization. When changes become
entrenched, they are most effective.
When planning a change process with these steps in mind, it is
important to allow enough time for the full sequence of events and to
carry them out in the correct order. Kotter discovered that following
the change plan sequentially and patiently was fundamental to
success: “Skipping steps creates only the illusion of speed and never
produces satisfactory results. Making critical mistakes in any of
the phases can have a devastating impact, slowing momentum and
negating hard-won gains.”