Kotter's 8-Step Change Management Model

Dr. John Kotter’s 8-Step Change Model offers a clear roadmap for navigating the complexities of organizational change, no matter what size business you manage. It emphasizes the importance of a sequential, multi-stage process that addresses both the emotional and logistical aspects of transformation.

Way We Do, a process management platform, provides the practical tools to execute each of these steps with precision and consistency. By centralizing documentation, automating workflows, and fostering collaboration, Way We Do brings Kotter’s framework to life.

Here’s a step-by-step breakdown of how to power Kotter’s model with Way We Do:

Kotter's 8 Step Change Model, powered by Way We Do.

Create Climate for Change

Successful transformation begins with creating the right conditions for people to embrace new ways of working. Before change can take root, teams need clarity on why it matters, confidence in the leaders guiding it, and a shared vision for the future.

Way We Do powers this critical first stage by embedding urgency, alignment, and direction directly into everyday workflows. Through clear documentation, collaborative processes, and visible leadership actions, organizations can move beyond passive communication to active engagement, ensuring that change is not just announced — it’s understood and owned.

This stage combines the first three steps of Kotter’s model: creating a sense of urgency, building a guiding coalition, and forming a strategic vision and initiatives. Together, they set the foundation for sustainable transformation.

Step 1: Create a Sense of Urgency

Kotter’s Focus: The initial and most critical step is to make the need for change feel immediate and compelling. This involves highlighting potential threats and opportunities to move the organization out of complacency.

Centralized Information Hub: Create a dedicated “Change Initiative” manual within Way We Do. Use this space to house all critical information that builds the case for change. This can include market analysis, competitor data, customer feedback, and internal performance metrics that highlight the risks of maintaining the status quo.
Visually Compelling Procedures: Develop policies and procedures that clearly articulate the “why” behind the change. Embed presentations, videos from leadership, and infographics directly into these documents to create a powerful and easily digestible narrative.
Targeted Communication with Read and Understood Receipts: Disseminate key documents to all relevant team members and use Way We Do’s “Acceptance” feature to track who has acknowledged the information. This ensures the message is being received and provides a clear audit trail of communication.
Activate quizzes and training modules to confirm understanding: Go beyond simple acknowledgment. Attach short quizzes or training modules to the core communication documents to ensure team members have not only seen the information but have also understood the gravity and rationale behind the urgent need for change.

Step 2: Form a Powerful Guiding Coalition

Kotter’s Focus: Assembling a group with enough power and influence to lead the change effort is crucial. This coalition needs to work together as a cohesive team.

Organizational Chart and Role Definition: Utilize Way We Do’s Organizational Chart feature to identify key influencers and leaders across different departments. Clearly define the roles and responsibilities of each member of the guiding coalition within the platform.
Collaborative Workflows: Create specific “Guiding Coalition” checklists and procedures that outline their meeting schedules, agendas, and key responsibilities. Use Activated Checklists for recurring tasks like meeting preparation and follow-up actions to ensure accountability. Track participation and engagement through workflow completion logs.
Secure Communication and Documentation: Establish a private section within the Way We Do manual for the guiding coalition to collaborate, share sensitive information, and document their decisions and strategies.

Step 3: Create a Vision for Change

Kotter’s Focus: The vision clarifies the direction of the change and helps to motivate people to take action in the right direction. It should be easy to communicate and understand.

Document the Change Vision as a formal policy: Solidify the vision by creating a dedicated policy document within Way We Do. This makes the vision an official, easily referenced part of your company’s operational framework.
Multimedia Integration: Enhance the vision statement by embedding a video message from the CEO or other key leaders explaining the vision in their own words. This personal touch can significantly increase buy-in.
Use process maps and Instant Flowcharts to visualize the new way of working: Don’t just describe the future state — show it. Use Way We Do’s flowcharting and diagramming tools to create clear visual representations of the new processes, making the vision tangible and easier for everyone to grasp.
Publish strategic initiatives as active workflows, assigning owners and deadlines: Break the high-level vision down into concrete strategic initiatives. Document these as activated checklists or workflows within the platform, clearly assigning responsibility and setting due dates to drive execution.
Link to Strategic Objectives: Connect the change vision to the company’s overall strategic objectives, which should also be documented within Way We Do. This demonstrates alignment and reinforces the importance of the change.

Engage & Enable the Organization

Once the climate for change is established, the focus shifts to mobilizing the wider organization. Change cannot succeed if it’s led only from the top; it requires broad participation, clear structures, and the removal of roadblocks that prevent progress.

Way We Do helps leaders activate engagement at scale by embedding change initiatives directly into team workflows. By enlisting champions, empowering contributors, and simplifying processes through automation and integrations, organizations make it easier for people to act. The result is not just enthusiasm for change, but the capability to carry it forward.

This phase covers Kotter’s next three steps: enlisting a volunteer army, enabling action by removing barriers, and generating short-term wins. Together, they transform intent into visible momentum.

Step 4: Enlist a Volunteer Army and Communicate Often

Kotter’s Focus: The vision must be communicated frequently and powerfully. The guiding coalition should lead by example and demonstrate the desired behaviors. Rally the team to drive momentum for the change.

Make change visible in daily workflows: Instead of having staff passively read about the change, embed the new processes directly into their daily activated checklists and tasks within Way We Do. This ensures they are actively practicing the change as part of their routine.
Enable gamification with completion tracking: Use the platform’s reporting to track the completion of new training modules and procedures. This allows you to publicly recognize early adopters and passionate volunteers, turning them into visible change leaders.
Automated Communication Workflows: Create automated email and notification workflows within Way We Do to regularly disseminate information about the change vision. This can include weekly updates, success stories, and FAQs.
Repository of Communication Materials: Use the platform to store all communication materials, such as town hall presentations, newsletters, and talking points for managers. This ensures a consistent message is being delivered across the organization.
Create training pathways for volunteers: Develop and assign specific learning paths or “Change Champion” training within Way We Do. This empowers your volunteer army by giving them the new skills and in-depth knowledge needed to confidently support the change and assist their peers.
Feedback Mechanisms: Create simple forms or checklists within Way We Do to gather feedback and questions from employees regarding the vision. This two-way communication channel fosters a sense of involvement and allows leadership to address concerns proactively.

Step 5: Empower Broad-Based Action

Kotter’s Focus: Remove obstacles that might be undermining the vision. Encourage risk-taking and creative problem-solving.

Identify bottlenecks in process workflows and rapidly revise steps: Use the reporting and feedback features to see where teams are getting stuck. Empower process owners to revise and improve workflows directly within Way We Do, removing barriers as they appear.
Update Policies, Processes, and Procedures: Remove the barrier of outdated information. Use Way We Do’s revision schedule feature to assign review dates to new policies and procedures, ensuring they are regularly updated to reflect best practices and maintain compliance. Use the version control feature to track changes and communicate updates effectively.
Use Integrations, AI, and Automations to Eliminate Double-handling and Manual Data Entry: Connect Way We Do to your other business-critical applications (like your CRM or HRIS) via integration platforms. This removes the frustrating obstacle of manual data entry and streamlines workflows, freeing up employees to focus on value-added tasks.
“How-To” Guides and Training Materials: Develop new procedures and activated checklists that provide clear, step-by-step instructions on how to perform tasks according to the new processes. Embed training videos and other resources to support learning.
Recognition and Reward Processes: Create a procedure for recognizing and rewarding employees who are embracing the change and demonstrating the desired behaviors. This can be as simple as a nomination form or a checklist for managers to follow.

Step 6: Generate Short-Term Wins

Kotter’s Focus: Plan for and create visible, unambiguous successes as soon as possible. These wins provide tangible proof that the change is working.

Launch pilot processes in select teams and track adoption metrics: Roll out new workflows to a small, controlled group first. Use Way We Do’s reporting to track how quickly the team adopts the new process and completes activities, providing concrete data for a successful “win.”
Project and Task Checklists: Break down the overall change initiative into smaller, manageable projects and tasks using Way We Do’s Activated Checklists. Assign responsibilities and set clear deadlines for each task.
Progress Tracking and Reporting: Use reporting features to track the completion of these short-term goals. This provides real-time visibility into progress and allows for the celebration of milestones.
Communicate Successes: Create a dedicated section in the “Change Initiative” manual to showcase short-term wins. Share success stories, testimonials, and data that demonstrate the positive impact of the changes.

Implement & Sustain

The final stage is about embedding new practices into the very fabric of your organization. Change becomes fragile without reinforcement, and early wins can fade unless leaders sustain focus and ensure the new way of working becomes the norm.

Way We Do ensures lasting adoption by turning vision into standard operating procedures and embedding compliance into daily routines. With revision schedules, audit trails, and reporting, organizations can measure progress, demonstrate impact, and reinforce cultural shifts long after the initial launch.

This phase reflects Kotter’s final two steps: sustaining acceleration and instituting change. Together, they transform a moment of change into a culture of continuous improvement.

Step 7: Consolidate Gains and Produce More Change

Kotter’s Focus: Use the credibility gained from early wins to tackle bigger obstacles and implement more significant changes.

Iterative Process Improvement: As the change initiative progresses, use Way We Do to continuously refine and improve the new processes. The platform’s flexibility allows for easy updates to procedures and workflows based on feedback and lessons learned.
Documentation of Best Practices: Capture the successful new processes and best practices in clear, standardized procedures within Way We Do. This ensures that the gains are not lost and can be replicated across the organization.
Onboarding and Training for New Hires: Integrate the new ways of working into the onboarding checklists for new employees. This ensures that from day one, new team members are aligned with the new processes.

Step 8: Anchor New Approaches in the Culture

Kotter’s Focus: The final step is to make the changes stick by embedding them into your organization’s culture.

The Single Source of Truth: By consistently using Way We Do as the central repository for all policies, procedures, and workflows, the new ways of working become the default standard. The platform becomes the embodiment of “the way we do things around here.”
Performance Management Integration: Link the new procedures and expected behaviors documented in Way We Do to performance review processes. This reinforces the importance of the changes and holds individuals accountable.
Ongoing Compliance and Auditing: Utilize Way We Do’s compliance and auditing features to regularly review and ensure that the new processes are being followed. This helps to prevent a regression to old habits and sustains the change over the long term.

By leveraging the structured approach of Kotter’s 8-Step Change Model and the practical, actionable tools within Way We Do, organizations can transform the often-daunting prospect of change into a well-managed, transparent, and ultimately successful journey. This powerful combination empowers leaders to not only guide their teams through transitions but to build a culture of continuous improvement and adaptability.

Kotter’s 8-Step Change Management Model