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Step Four: Communicate the Vision

What you do with your vision after you create it will determine yoursuccess. Your message will probably have strong competition from other

day-to-day communications within the company, so you need tocommunicate it frequently and powerfully, and embed it within everythingthat you do.

Don't just call special meetings to communicate your vision. nstead, tal!about it every chance you get. "se the vision daily to ma!e decisions andsolve problems. When you !eep it fresh on everyone's minds, they'llremember it and respond to it.

t's also important to #wal! the tal!.# What you do is far more important $and believable $ than what you say. Demonstrate the !ind of behavior thatyou want from others.

%h&ng g b(n l)m v*i t+m nhn sau !hi y dng t+m nhn s/ quy0t 12nhth)nh c3ng c4a b(n. 5h3ng 1i6p n)y c4a b(n s/ ph7i c(nh tranh v*i nh&ngtrao 18i h)ng ng)y !h9c trong c3ng ti, do v:y b(n c+n ph7i truy;n th3ng mng uy?n v) m(nh m/, v) !@m v)o mAi thB m) b(n l)m.

What you can doC

5al! often about your change vision.

penly and honestly address peoples' concerns and anieties.

Epply your vision to all aspects of operations $ from training toperformance reviews. 5ie everything bac! to the vision.

Fead by eample.Step Five: Remove Obstacles

f you follow these steps and reach this point in the change process, you'vebeen tal!ing about your vision and building buy-in from all levels of the

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organiGation. Hopefully, your staff wants to get busy and achieve thebenefits that you've been promoting.

Iut is anyone resisting the changeJ End are there processes or structuresthat are getting in its wayJ

Kut in place the structure for change, and continually chec! for barriers to it.Lemoving obstacles can empower the people you need to eecute yourvision, and it can help the change move forward.

What you can doC

dentify, or hire, change leaders whose main roles are to deliver thechange.

Foo! at your organiGational structure, job descriptions, andperformance and compensation systems to ensure they're in line with yourvision.

LecogniGe and reward people for ma!ing change happen.

dentify people who are resisting the change, and help them see what'sneeded.

5a!e action to quic!ly remove barriers Mhuman or otherwiseN.Step Six: Create Short-term Wins

%othing motivates more than success. Oive your company a taste of victoryearly in the change process. Within a short time frame Mthis could be a monthor a year, depending on the type of changeN, you'll want to have results thatyour staff can see. Without this, critics and negative thin!ers might hurt your

progress.

Preate short-term targets $ not just one long-term goal. You want eachsmaller target to be achievable, with little room for failure. Your changeteam may have to wor! very hard to come up with these targets, but each#win# that you produce can further motivate the entire staff.

What you can doC

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Foo! for sure-fire projects that you can implement without help fromany strong critics of the change.

Don't choose early targets that are epensive. You want to be able tojustify the investment in each project.

5horoughly analyGe the potential pros and cons of your targets. f youdon't succeed with an early goal, it can hurt your entire change initiative.

Leward the people who help you meet the targets.

Step Seven: Build on the Change

Qotter argues that many change projects fail because victory is declared tooearly. Leal change runs deep. Ruic! wins are only the beginning of whatneeds to be done to achieve long-term change.

Faunching one new product using a new system is great. Iut if you canlaunch ST products, that means the new system is wor!ing. 5o reach thatSTth success, you need to !eep loo!ing for improvements.

Uach success provides an opportunity to build on what went right andidentify what you can improve.

What you can doC Efter every win, analyGe what went right and what needs improving.

Vet goals to continue building on the momentum you've achieved.

Fearn about !aiGen, the idea of continuous improvement.

Qeep ideas fresh by bringing in new change agents and leaders foryour change coalition.

Step Eight: nchor the Changes in Corporate Culture

inally, to ma!e any change stic!, it should become part of the core of yourorganiGation. Your corporate culture often determines what gets done, so thevalues behind your vision must show in day-to-day wor!.

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Xa!e continuous efforts to ensure that the change is seen in every aspect ofyour organiGation. 5his will help give that change a solid place in yourorganiGation's culture.

t's also important that your company's leaders continue to support thechange. 5his includes eisting staff and new leaders who are brought in. fyou lose the support of these people, you might end up bac! where youstarted.

What you can doC

5al! about progress every chance you get. 5ell success stories aboutthe change process, and repeat other stories that you hear.

nclude the change ideals and values when hiring and training newstaff.

Kublicly recogniGe !ey members of your original change coalition,and ma!e sure the rest of the staff $ new and old $ remembers theircontributions.

Preate plans to replace !ey leaders of change as they move on. 5hiswill help ensure that their legacy is not lost or forgotten.