1: Create urgencyFor change to happen, it helps if the whole company really wants it. Developa sense of urgency around the need for change. This may help you spark the initial motivation to get things moving. Kotter suggests that for change to be successful, 75% of a company’s management needs to 'buy into’ the change. In other words, you have to work really hard on Step 1, and spend significant time and energy building urgency, before moving onto the next steps.

2: Form a powerful coalitionConvince people that change is necessary.This often takes strong leadership and visible support from key people within your organisation. Managing change isn’t enough – you have to lead it. You can find effective change leaders throughout your organisation – they don’t necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Once formed, your ‘change coalition’ needs to work as a team, continuing to build urgency and momentum around the need for change.

3: Create a vision for changeWhen you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember. A clear vision can help everyone understand why you’re asking them to do something. When people see for themselves what you’re trying to achieve, then the directives they’re given tend to make more sense.