Leading Change? Who, Me?
By John Kotter
This article was published by the New York Times Syndicate, August, 2006
You are a mid-level manager. You see a problem, potentially of great significance. It could be associated with a new strategy that is being implemented, a complex new IT system, a struggling growth initiative, an aging product line, a difficult merger integration effort, or nearly anything that is big.
But the problem is either not seen by others or is being treated as if it were of minor importance. It’s as if you were living on an iceberg that was melting, you see the dangerous erosion, but the rest of your fellow penguins, especially those on the Leadership Council, are all saying, “Problem? What problem?” So what do you do?
- Tell your boss. Immediately.
- Start talking it up – not quite going to the public square and standing on a soap box, but close.
- Try to get an appointment with the CEO.
- First, prepare an in-depth PowerPoint presentation with all the possible data conceivably available.
- Do nothing. Leading change is not your job and they don’t pay you enough for the aggravation.
You may have another idea which you like better, but let’s start with these because one of these is what most people choose to do most of the time.
If your boss is a reasonable person, sharing your important insight with him or her can seem the obvious step. But he probably has 45 problems already and isn’t looking for 46. He may have heard enough people over the years say the sky is falling that he will be wary. If your boss is an exceptional leader, he’ll grab the ball, thank you, figure out what to do next, and provide the needed leadership. Is your boss an exceptional leader?
The impulse to blurt out your insight to anyone who will listen can be very strong. You see a problem. It’s important. Come on people, let’s deal with it. And, some people will listen. Unfortunately, some will think you worry too much. Some are so busy that the last thing they want to hear about is more problems. Some will feel that they are powerless and your news is depressing (and who wants to hang around a depressing person?).
In trying to go to the big boss you’ll probably run into the executive assistant, or the equivalent, whose job it is to organize the CEO’s 14-hour days, who is in the difficult position of saying “no” all the time, and who probably finds little joy in telling the big boss that some unknown employee wants to add one more problem to a problem-filled agenda.
As for the thorough, lengthy, 82-slide PowerPoint presentation, doing it well will take time. Are you under-worked? Finding solid data on the iceberg’s melting is usually difficult, and will always have gaps. And try to remember your reaction to the last thorough, lengthy PowerPoint presentation you were forced to sit through. Were you inspired to jump up and go to work on the project? Or did you perhaps catch yourself thinking, “Please, lord of meetings, let there be an end to this”?
If you have seen options a. to d. fail, that often leads to e. It’s easy to find yourself saying “What can I do?”, “I don’t have the power”, “it’s not my job”, “this could be hazardous and I have an obligation to keep bread in the mouths of my family.”
So --- is there another option, one that actually can help with the difficult problem of getting an important change started, that helps your organization, and even helps you own career?
