Phase I; Establish a sense of urgency: Kotter has pointed out “This first step is essential because just getting a transformation program started requires aggressive cooperation of many individuals. Without motivation, people won’t help and the effort goes nowhere�. Clearly, in order for a leader to be successful at this crucial time they would have to be, as Kouzes & Posner have defined as ‘forward thinking’ and ‘inspirational’. It would be difficult for them to accomplish this first phase if they did not have these traits.

Phase II; Create a Powerful Guiding Coalition: “Someone needs to get these people together, help them develop a shared assessment of their company’s problems and opportunities, and create a minimum level of trust and communication.� (Kotter). In my opinion this phase is the phase that has removed the concept from the preverbal ‘drawing board’ to the position of doing something about it. Without all four characteristics; honesty, forward-looking, inspirational and competency from the leader, I feel the organization will not succeed in their transformation. They will need a leader that can put into position a group of people that would be a reflection of moving the idea from the conception phase to a working model of change.

Phase III; A Vision: “Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all.� (Kotter) I personally feel that Phase III should be the first phase an organization should consider when creating a new transformation. That notwithstanding, a leader would need to have ‘inspiring and competent’ characteristics to motivate the group through the process. Additional to avoid confusion a ‘forward-looking’ or vision would be a viable reason for the organization to transform in the first place.

Phase IV; Continuous Communication: “Communication comes in both words and deeds, and the latter are often the most powerful form. Nothing undermines change more than behavior by important individuals that is inconsistent with their words.� (Kotter) The leader’s honesty and competency would be challenged at this phase of transformation. As our author has pointed out “walk the talk�, which indicates a followers necessity for the organization’s leaders to commit and follow through. We are now beginning to clearly see how all of our concepts starting intertwine. Without a clear, concise and continuous message it would be difficult for the group to have an understanding of what to do or what is expected of them.

Phase V; Remove Obstacles: “If the blocker is a person, it is important that he or she be treated fairly and in a way that is consistent with the new vision. But action is essential both to empower others and to maintain the credibility of the change effort as a whole.� (Kotter) This phase is good example of a leader being ‘forward-looking’ and in good part ‘competent’. In my opinion, this is a pivotal point for the leader to be able to be competent enough to pinpoint any obstacles that are keeping the organization from fulfilling its new vision. By rectifying the situation the leader then re-establishes the concept of forward-looking.

Phase VI; Create Short Term Goals: “In a successful transformation, mangers actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions and even money.�(Kotter) Leaders would need to be ‘competent’ enough to realize the strength of the people pushing the new vision forward. They would have to be ‘forward- looking’ enough to see how the short term goals would be used as stepping stones to achieve the new vision. The followers would have to be ‘inspired’ by the short term goals to move the vision forward.

Phase VII; Premature Victory: “Typically, the problems start early in the process: the urgency level is not intense enough, the guiding coalition is not powerful enough, and the vision is not clear enough. But it is the premature victory celebration that kills momentum. And then the powerful forces associated with tradition take over.� (Kotter) Once again, the leader needs to realize the difference between a true and complete transformation of a vision than simply overcoming a hurdle. They need to be ‘forward-looking’ enough to not stop the momentum prematurely and continue on through to fruition.

Phase VIII; Anchoring the Change: “Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed�.(Kotter) At this final phase I feel the leaders need to incorporate all four of the exemplary characteristics; honesty, forward-looking, inspiring and competency. They must take a look at the process as a whole and be honest about the outcome. If need be, reemphasis how the change has affected the organization, inspire the employees to continue on the path of success and provide a clear path for the future. When this phase is achieved I feel the competency of the leaders would be clearly defined.

These are the parallels I have drawn in reflection of the four exemplary characteristics of leadership to the eight phases of transformation.

Irene Menasco