1. Supplemental Text Assignment “Leading Change” by John Kotter Presented by: Dominick Stewart

2. Leading Change The Author is John Kotter” Kotter is a former Professor at Harvard Business School He is a known authority on leadership and organizational change. Creation of the eight-stage process to help organizations through a successful change process.

3. Leading Change

4. Step One: “Establishing Sense of Urgency.” Kotter feels for change to be successful, 75% of a company's management needs to "buy into" the change. Thus, for change to happen there needs to be a shared a sense of urgency around the need for change. Complacency of staff and mgmt can end this process before it even starts. Communication with staff is vital…talk is good. Will help create and support urgency

5. Leading Change The urgency in today’s school’s is obvious, due to APPR, Common Core, & SLO’s. Over the last two years school districts all across the state have made changes to their curriculum and how they do business due to these new standards. All school districts felt the urgency set forward by these new standards. Change or face the consequences “…without some disturbance, the system would remain in a steady state and improvement would not be possible.” Glickman (2009, pp.412)

6. Leading Change Step Two: Creating Guiding Coalition Need to convince your organization that change is necessary Need a common goal Need a strong team of influential people that have the right composition, trust, and shared objective Need people from all aspects of your school but should be in a position of power, have Expertise, Credibility, and Leadership

7. Leading Change Administrators and teachers had to change how they did business – due to APPR. If they did not they could face negative evaluations Leaders need to support and embrace the change School’s leaders and teachers all have a common goal - improve student test scores Need a team approach Glickman (2000) the school can form an executive council of teachers and administrators to make decision of change. This is collaborative/team approach.

8. Leading Change Step Three: Developing a Vision and Strategy The vision will need the following to be successful: Imaginable Desirable Feasible Focused Flexible Communicable

9. Leading Change The Superintendant/leader needs to hone in each of these skills If the leader is able - it will give the organization direction, motivation, alignment (focus), evaluation, and rationale for changes (Kotter, J., 1996) Glickman (2009, pp. 417), “…a shared vision is necessary for success, the vision should not be established prior to the initiating change.

10. Leading Change Step Four: Communicating the Change Vision Key Elements: Keep it simple Lead by example Repetition – it will sink in Multiple forums can be used to spread the word Any inconsistencies need to addressed Give-and-take – two way communication as oppose of one-way

11. Leading Change Superintendant/principal/leader needs to be a strong communicator. This step is vital…if your staff does not feel your telling them everything you will lose their confidence and ultimately them Platt (2000, pp.17) explains, “Shared vision that gives humans a sense of what they could create, compels courage…courage is simply doing whatever is needed in pursuit of the vision.”

12. Leading Change Step Five: Empowering Employees for Broad-Based Action This is where the execution of the change vision begins Empower staff to take action Need to get rid of the obstacles and barriers to change - A boss who is not on board - Structure & design of the organization doesn’t support the vision -Lack of training for employees to learn new skills -System changes are needed (e.g., performance evaluations, promotions, compensations).

13. Leading Change If all your previous steps are completed and successful you will now see movement Empower other staff…trust from previous steps needs to be present or staff may not comply. Significant change efforts are likely to challenge existing power relations; thus, it is important for these relations to be recognized and addressed.” Glickman (2009, pp. 414)

14. Leading Change Step Six: Generating Short-Term Wins In this stage you will want to plan for & create: Short-term wins Visible performance improvements Rewarding of employees involved in the improvements Early wins will: Keep motivation and morale high during the change process Defer resistance Keep the coalition strong

15. Leading Change Staff needs to see positives…increase scores in ELA & Math…for example. Leader needs to be cognizant of wins and communicating this to staff Wins need to be legitimate Glickman (2009) explains, you should celebrate success and the change process with special events and at the same time creating new traditions

16. Leading Change Step Seven: Consolidating Gains & Producing More Change At this point, more change, not less: coalition uses credibility to tackle bigger projects More Help: hire, develop, and promote employees who are behind the vision/transformation Top Leadership maintains clarity of vision and shared purpose…keep urgency level high Leadership from Lower Mgmt.: lower ranking leaders provide leadership and manage projects

17. Leading Change At this point you are building a deep and strong team that is working together and taking ownership

18. Leading Change Step Eight: Anchoring New Approaches in the Culture Key features for anchoring culture: Culture comes last, not first Depends on results Requires a lot of talk May involve turnover Makes decision on succession is crucial (Kotter 1996 p.157)

19. Leading Change Schools have difficulty with the concept of culture. Due to it being elusive and hard to grab hold of. people will want to see if the new approaches are better than the old ones. If the approaches are better they will have a greater chance of embedding themselves into the present culture Pratt (2000, pp.18) offers this on culture, “To confront mediocrity, then, we need to create cultures of excellence. We need to tap into the moral purpose and desire to make a difference that pulled individuals into teaching in the first place.”