Today, I’ve been pondering something that keeps coming up in conversations about work and leadership lately. You know how making changes—even small ones—in life or at work can feel like trying to turn a massive ship around in the middle of the ocean? It’s not just about deciding to go in another direction; it’s making sure everyone’s on board, knows where they’re headed, and most importantly, believes it’s worth the effort. That’s where Kotter’s 8 Phases of Change come in. It’s like a roadmap for making change stick.
For those who don’t know, these 8 phases are a framework created by John Kotter, and they outline the key steps for leading successful change in an organisation. At first, it sounds a bit like a checklist—but spend a little time with it, and it becomes so much more than that. It’s really about understanding how to work with people (rather than pushing them) to transform feel achievable, even inspiring.
Here’s the gist of the 8 steps:
- Create a sense of urgency – You need a wake-up call! People must see the why behind the change and understand what’s at stake. Without urgency, change feels optional, and nothing gets off the ground.
- Build a guiding team—It’s crucial to have the right people leading the charge—not just leaders or decision-makers. , This is the ‘north star’. Set clear goals, share a vision, and develop strategies so but people who are deeply respected and driven. You can’t steer a ship solo.
- Develop a vision and strategy—This is the ‘north star’. Set clear goals, share a vision, and develop strategies so. everyone knows how they contribute to the big picture.
- Communicate the vision – And not just once or twice! You really need to embed the message, so it becomes part of people’s everyday thinking. Storytelling, examples, and open conversations work wonders.
- Empower action – This stage is all about clearing the way. Remove the barriers that hold people back and give them the tools (and confidence) they need to act.
- Generate quick wins – Wins fuel motivation. Think of it as celebrating the small (but meaningful) victories that show progress is being made.
- Build on the momentum – A few steps forward isn’t enough. This phase is about keeping the energy alive and scaling the change until it becomes irreversible.
- Anchor the changes in culture – Finally, you weave the change into the organisation’s fabric. Nobody wants to feel like they’re running a doomed experiment. This final step ensures the shift becomes “just how we do things around here.”
What I love about Kotter’s approach is how human it feels. It’s not a cold, mechanical process. Instead, it’s designed to bring people along, building trust and confidence every step of the way.
For me, this framework makes me think about the last time I tried to lead a big change at work. This complicated process involved updating workflows across teams, and honestly, we skipped many of these steps. I mean, sure, there was some urgency, but beyond that, it felt chaotic. People weren’t clear on the vision and, more importantly, their role in making it happen. Looking back, I can see now that while we managed to make it work, it lacked the sustainability Kotter emphasises. We missed the “anchor in culture” step, so someone else must revisit everything we did. We could’ve saved so much time and effort if we’d just followed this model.
It’s interesting to think about how this framework can be applied beyond business settings. Take government initiatives, for instance. Reflecting on the first 100 days of Donald Trump’s presidency, there are examples of how his team applied elements of Kotter’s 8 Phases to advance their agenda.
For instance, creating a sense of urgency stood out in his framing of key issues as immediate priorities. Immigration reform, for example, was identified as a pressing problem needing swift action. Strong rhetoric and executive orders established this urgency right at the start. Clearly, a message was being sent about the pressing need to “shake things up.”
Looking at the guiding team phase, Trump’s early appointments focused on selecting individuals who aligned with his vision. These key figures, across cabinet and advisory roles, were intended to drive his agenda from within the system. While opinions vary on the effectiveness of these teams, the deliberate focus on choosing influential allies matches Kotter’s guidance on assembling leadership to steer change.
Another noticeable connection is the emphasis on quick wins. Initiating executive orders within days of taking office seemed like a way of delivering immediate results to back up campaign promises. These focused changes, whether around regulation reform or trade, acted as visible markers to highlight progress early on in the presidency.
However, a challenge that seemed to arise was in the later stages of Kotter’s process, like building momentum and anchoring change in culture. Sustained legislative actions require longer-term collaboration, which isn’t always executed as smoothly as the initial flurry of activity. It’s fascinating to analyse how some phases seem more naturally aligned with short-term political strategies, while others require a shift in approach.
The part that sticks with me most is the idea of “quick wins.” It’s like when you’re trying to stick to a fitness routine. Seeing your stamina improve or the weight on the scale shift just a little can totally keep you going. Organisations and even administrations need that same motivation. You can’t expect people to hold out for results years down the line without showing them that the work they’re putting in is paying off.
It’s funny how something as structured as Kotter’s 8 Phases of Change can feel so personal, but it really does. Because when you think about it, leading change is really about connecting people to a shared purpose. Done right, it doesn’t just transform organisations; it transforms feel. And that’s something worth striving for.
I guess I’ve got a few mental Post-Its on my desk about this.
Need help driving impactful change? Please speak to our consultants at Leanscape to find out how we can help you transform your organisation for lasting success.
