Your Guiding Coalition will Make or Break your Business Change.

John Kotter introduced his 8-step approach to business change in 1996 and it has remained relevant and widely used ever since, albeit updated a bit in 2014. This is how he describes the 8 steps (or accelerators as he now calls them).

Today’s focus is on step two — Build a guiding coalition.

A guiding coalition is composed of influential company leaders and stakeholders who are committed to driving the change process. It must, however, include a diversity of people from across the organisation at different levels — the balance between authority and representation. Their role is to foster a shared vision, encourage buy-in across all levels of the organisation, and overcome resistance by leveraging their collective influence and expertise. Membership is typically voluntary and relationship-based rather than formalised and hierarchical. It will be more task-based and focused on an outcome than a network or, say, a community of practice.

Why this is so important

Here are a few reasons:

• Strategic Alignment: A guiding coalition ensures that the change initiative aligns with the company’s strategic objectives, creating coherence between vision and action.
• Leadership and Support: Change can be daunting for people. A guiding coalition offers leadership and support, helping team members navigate through uncertainty.
• Resource Allocation: Implementing change requires resources. A powerful coalition can secure the necessary resources to move initiatives forward effectively.
• Communication: Clear and consistent communication is vital during change. The coalition serves as a hub for messaging, ensuring that all stakeholders are informed and engaged. Much of this communication is informal and indirect as they lead by example.
• Momentum: Change efforts can lose steam without strong leadership. A guiding coalition maintains momentum by celebrating short-term wins and driving continuous progress.

In conclusion, forming an effective and powerful guiding coalition is not just a step in the process of business change; it’s a strategic move that can make or break the success of your change initiatives. It’s about harnessing collective strength to help lead everyone through the challenges ahead.

How to do it

Forming a guiding coalition is a pivotal step in driving successful business change. Here’s how you can establish this influential group:

• Identify Key Leaders: Look for leaders within your organisation who are respected, have a stake in the outcome, and are influential. Remember that leaders exist at all levels, don’t be bound by the organisation chart, look for people with influence and a desire to make the change happen.
• Build a Diverse Group: Ensure your coalition includes members with a variety of skills, perspectives, backgrounds, and experiences to address different aspects of the change.
• Create a Shared Vision: Work with these people to develop a shared vision for the change that aligns with the organisation’s goals.
• Empower the Team: Empower coalition members with the authority and resources they need to drive change.
• Create Communication Channels: Establish clear communication channels within the coalition and across the organisation.
• Monitor Progress: Regularly review progress towards goals, addressing challenges and adapting strategies as necessary.

By following these steps, you can form a guiding coalition that will lead your business change efforts effectively.

Pitfalls to Avoid

Following the steps above will set you up for success, but you should be wary of the following:

• Lack of Leadership Buy-In: If senior leaders are not fully committed to the change effort, the coalition may lack the necessary authority and influence. Ensure that top executives actively participate and champion the initiative whether or not they form part of the coalition.
• Overloading Key People: Asking too much of key people can lead to burnout and disengagement. Striking the right balance between involvement and overload is crucial. Active participation is essential but avoid overwhelming them with additional responsibilities.
• Inadequate Representation: A coalition should include diverse perspectives from different parts of the organisation. Failing to involve key stakeholders or excluding critical departments can hinder successful change implementation.
• Lip Service vs. Genuine Commitment: Some coalition members may pay lip service to the change effort without actively contributing. Ensure that participants genuinely engage in shaping the vision and plan rather than merely going through the motions.
• Committee Dysfunction: If the coalition operates like a dysfunctional committee, progress may stall. Effective communication, decision-making processes, and collaboration are essential to prevent this pitfall.

Remember, a well-structured and committed guiding coalition is crucial for driving successful organisational change.

I hope you have found this summary useful, and I’d love to hear your views and experiences.

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About the Author

Peter Stansbury is a Principal Consultant with Version 1 focused on business transformation.

If you have any questions about managing change, then do get in contact — peter.stansbury@version1.com.