The hardest organisation to move is not one in crisis. It is one that is comfortable.
Results are fine. Targets are roughly met. Everyone is busy. And the market is quietly moving away.
John Kotter's work on leading change starts with urgency. The trap is how leaders create it.
The quick way is fear. "Hit the number, or else." Pressure passed down from headquarters. Messages shared with managers only, behind closed doors.
It works for a month. Then people get defensive, bad news stops travelling upwards, and some teams do the one thing that damages the next quarter: they load the trade to make this one look fine.
The way that lasts, in my experience, is the truth.
Share the honest facts with the whole team, in the same words. Show what customers and competitors are actually doing. Be clear about what we will do about it. Then let people act on the real problem, early.
People who understand why things must change will move without being pushed. People who are only afraid will look busy and protect themselves.
And one thing I never do: use job security as the reason to change.
“Fear makes people busy. The truth makes them move.”
Lesson 11 of 15 in Step 7: Leading the leadership team, with the full guide and a checklist for this week.