Organizational change is always a challenge for a leader. When the organization needs change, where do you begin?  The first step in this process and the best place to begin is with the individual. Individuals who are given full consideration in the change process will become allies and build momentum towards the future. This means recognizing the individual's needs, strengths and desires. In doing so, they will become advocates for change instead of impediments.

Personal change always drives organizational change.  Malcolm Gladwell provided important insights into the process of change in his national best seller, The Tipping Point.  These tipping points are moments in time when change is inevitable. As a leader, look for clear indications of tipping points that will move individuals and the entire organization towards change markers.

Build the project plan around these markers in order to measure progress towards the change goals and continue to engage others in the change process. Make them a part of the process, instead of resisters and antagonists.

As this process unfolds, the leader will be directing a process of fluidity instead of rigidity. Instead of resistance and protest, the leader will be engaging others as partners recognizing their assets as well as their fears and together moving towards the opportunities of the future. When done right, change becomes are very dynamic positive process for all.

The noted management expert, John Kotter, has outlined a number of key stages in bringing organizational change to fruition in his book, Leading Change. Let's take a closer look to see what leaders can gain from his insights.  Always keeping in mind that it's the individuals, the followers of the change, who drive the process in each of these key steps.

Establishing a Sense of Urgency

Nothing is more critical in the change process than engaging others with a sense of urgency. People need to know that this is not just another drill and that the change is necessary and vital to continued growth of the organization.

Once again, be very cognizant of the individual's needs. The leader who is able to connect the need for speed with the individual's desires will accelerate the change process. Complacency is the main obstacle at this stage in the process and must be dealt with head on with clarity and directness.

Create a Coalition

Leaders cannot change the organization alone. They need others to assist them in a wide range of activities. Most importantly, they need others to lead. Select this group carefully. Be certain that this coalition represents key constituencies throughout the organization and that they are on board both intellectually and emotionally. Be certain that they share the sense of urgency and will have the courage to support the change when the difficulties come as they will come often and in waves. Be certain that this coalition is clear about the change goals and communicate often. Also allow this coalition the freedom to engage others throughout the organization so the change spreads and grows beyond this very small group of change makers.

Develop a Vision and Strategy for Change

People need to know where they are going. This step is often missed as the leader and the coalition of change makers become so engaged in the process they forget to articulate the vision clearly. Most importantly, the vision must be well thought out and realistic for the organizational culture. This means that the change cannot go beyond the capabilities and needs of the individuals that will carry it out. This is very essential and often times missed because of the sense of urgency for change and the excitement that comes with moving forward.

Communicate the Vision

There are key elements that are important in the communication process of the change. This is when knowing the culture is absolutely essential. Use the words of the culture, keep the message simple, name names (i.e., make the message personal) so people can relate to the change and how it will affect their lives. Communication plans that are cold and indifferent will not be read or digested. People will not identify or internalize the message and consequently will not follow.

Remember one key element during this stage. Build in a degree of flexibility in the communication of the change as adjustments will need to be made due to changes in the marketplace, loss of staff, etc. However, at all times maintain the anchor of goal consistency throughout. The target needs to be firmly embedded in everyone's mind as the leader moves towards the future.

Empower Others for Broad-based Action

Leaders who recognize that they alone cannot create organizational change will also realize that they need broad-based support. This goes beyond the small coalition of change makers and infiltrates the entire organization. Pick these individuals wisely. Every successful change process engages those who are true believers and those who are naysayers.

Be sure to make this group broad-based. Not only will the change process accelerate; it will be long lasting with advocates throughout the organization. There is nothing more powerful to engaging others in change when the "resisters to change" become the supporters of the process.

Generate Short-term Wins

Don't allow the sense of urgency to get out of control. Rushing forward too quickly can destroy the leader's efforts immediately. It is important, therefore to recognize progress and movement forward. Praise individuals for their accomplishments towards the change goals as they occur. This will continue the momentum forward and is especially important in maintaining positive morale throughout the process. As the journey continues and there is not end in sight, the coalition and those the leader has empowered need to recognize, reinforce and celebrate the change.

Consolidate the Gains of Change

As the change takes root throughout the organization, begin to consolidate the gains by making the change process the way business is done. The leader is now beginning to make the change the new way of doing business and has engaged the organization accordingly. The change goals are now realized in many parts of the organization. Even though not everyone may be on board at this time, the leader is now seeing a majority of support and behavioral change.

Anchor the Change

Finally, make the change a part of how you do business into the future by making it a part of the culture. This means that the individuals of the organization are speaking, working and relating in a manner consistent with the change goals. The goals are now part of the culture and are anchored into how individuals think and act. It is at times that the leader and the change team needs to evaluate and review the process for lessons learned as change will be needed again and again as the business adjusts and grows into the future.

Kotter has provided a clear guide for those who are about to engage in the dynamics of change. Follow these steps and the likelihood of success will greatly improve.

Robert Quinn who has also written eloquently about the process of change in his book, Deep Change, illustrates a key dimension for all leaders to think about before engaging in this process. Quinn emphasizes the importance of personal reflection and clarity before engaging the organization in the change process.

A leader who takes the time to be personally aware of the elements of change will be prepared for the road that lies ahead and the benefits that change can bring. Conversely, individuals who are unclear about how they personally handle change will be ill-suited to lead the change process.

Ron is the Managing Principal for CMI, International, Inc. an Atlanta-based firm. CMI is part of CPI, a talent management partnership consisting of 65 partners worldwide. Ron is currently teaching at the Coles Business School at Kennesaw State University in the Executive MBA program, delivering a program that certifies managers to be internal coaches and also serves on the advisory board. He received his Ph.D. from Southern Illinois University in Educational Psychology.