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13 of 13 people found the following review helpful:
5.0 out of 5 stars
Changing the idea of change management, November 17, 2008
A Sense of Urgency is a book that is sorely needed in today's times as the difference between urgency and change will make the difference between survival and liquidation in today's economy. Executives need to recognize the difference between the two. Urgency creates a motivating force on results and teaming. Change is imposed from above, the subject of skepticism and Dilbert cartoons.
Every organization needs to change, that is commonly understood and the subject of endless books, including those by John Kotter. We have become complacent in our approaches to change management as every one of those books deals with change as a process, an event something that happens and then happens again at a latter date. This gives executives the belief that there is a change management recipe, based on principles like the burning platform, communication, and executive sponsorship. That recipe has lost its meaning and its time for use to change the approach to change management.
I recommend this book to any executive, manager, team leader, and concerned professional as a way for them to lead and create results in a powerful way. The book is easily read over a weekend, a couple of airplane rides, etc. The charts and tools are clearly presented and actionable. Overall a must read part of any management library.
Why? Because change has lost its potency. It's become routine and we have lost sight of its fundamental roots. Change and enterprises have become internally focused, concerned with themselves, their processes, their investments etc.
Kotter reminds us that the root of success involves sense of Urgency. Urgency is the highly positive and focused forces that give people the determination to move and win now. It's a simple definition but one that is powerful and well executed throughout the book.
A sense of urgency is a focused book concentrating on the actions and practices involved in creating and sustaining a sense of urgency. Kotter provides four core tactics for driving urgency into an organization. These tactics are supported by anecdotal stories and detailed tools which make the book actionable and practical. The tactics are:
Bring the outside in
Behave with urgency every day
Find opportunity in crisis
Deal with NoNo's
This can give the reader the sense that there is `a recipe for urgency' and I guess that is unavoidable, but internalizing the books message you can readily get a sense of how this all fits into your context.
The strengths of the book centered on its clear and focused organization of these ideas in a way that Executives can easily read on a plane ride or afternoon and apply these practices right away. Kotter accompanies each Urgency Tactic with the details that not only make it real, but also really applicable. Here is a detailed example for the first tactic:
Bring the outside in:
a. Recognize the pervasive problem of internal focus
b. Listen to customer-interfacing employees
c. Use the power of video
d. Don't always shield people from troubling data
e. Redecorate
f. Send people out
g. Bring people in
h. Bring data in, but in the right way
i. Watch out that you don't create a false sense of urgency
Each sub tactic contains a focused page and a half discussion of what they are and how leaders can implement the idea. This detail and its presentation is what really distinguishes the book and brings something new to the debate.
The book's primary weakness is that it is not specific in their examples. There are discussions of nondescript companies that dilute rather than support the messages. Most of the case stories do not have a conclusion - the results companies were able to achieve. This makes the examples more fables that case studies. It's really a shame as strong specific stories are the one thing that is missing that would make this a killer book.
Finally, there are some surprising gaps in the book that by themselves do not diminish the book, but in total they certainly take away from its power. First the book does not recognize that there are other approaches to change management and urgency. This denies the reader the ability to put A Sense of Urgency in the context of the broader literature. This is really unfortunate as this book should replace some ideas and enhance others - Kotter leaves that up to the reader rather than providing a recommendation. Second, the book has no index, which not only makes it tougher to use after the fact, but also is a silly omission.
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20 of 25 people found the following review helpful:
5.0 out of 5 stars
How to solve "the number-one problem" with workforce performance, September 16, 2008
Years ago, Stephen Covey suggested that many (most?) executives spend too much time on what is urgent and not enough on what is important. In Chapter 1 of this book, John Kotter suggests that, in fact, the problem is that many (most?) workers -- including executives -- do not have "a true sense of urgency [that is a] highly positive and highly focused force [and] the result of people, up and down the hierarchy, who provide the leadership needed to create and re-create this increasingly important asset. These sorts of people use a strategy that aims at the heart as well as the mind. They use four sets of tactics." Kotter devotes the balance of his book to explaining what the strategy and tactics are, why they are essential to the success of individuals as well as to the success of their organization, and how those who read his book can execute the strategy and tactics to achieve the given objectives, whatever they may be.
As I read this book, I was reminded of recent research conducted by the Gallup Organization indicating that 29% of the U.S. workforce is engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are "actively disengaged" in that they are doing whatever they can to undermine their employer's efforts to succeed. They have a toxic impact on their associates and, in many instances, on customer relations. These are stunning statistics. How to explain them? Reasons vary from one organization to the next. However, most experts agree that no more than 5% of any given workforce consists of "bad apples," troublemakers, chronic complainers, subversives, etc. How to get as many as possible among the other 50% to become positively engaged?
It is important to note that, for many years, Kotter has conducted rigorous and extensive research of his own on employee engagement and has a wide and deep range of hands-on experience with hundreds of major corporations that were either planning change initiatives or had only recently embarked on them. In three of his published works (Leading Change, The Heart of Change with Dan Cohen, and Our Iceberg Is Melting), he explains why more than 70% of change initiatives fail. "The number-one problem [organizations] have is all about creating a sense of urgency - and that's the first step in a series of actions needed to succeed in a changing world...Winners first make sure that a sufficient number of people feel a true sense of urgency to look for an organization's critical opportunities and hazards now." It is not that Kotter disagrees with Covey. On the contrary. If I understand what Kotter shares in this book, one of his key points is that workers must devote most of their time to what is most important...and do so by creating and recreating "a true sense of urgency" at all levels and in all areas.
In this context, I am reminded of a hospital emergency room. Its success requires adequate resources as well as a highly skilled staff with cross-functional capabilities. All of its members share "a true sense of urgency" when responding to all manner of health crises. More often than not, they are treating strangers about whom they know little (if anything) and sometimes must deal with a life-or-death situation. There is no time for complacency. Everyone must be fully engaged. For the ER team to be successful, its members must be both intellectually and emotionally committed to assist those entrusted to their care. There is no place on the team for anyone who is unwilling and/or unable to accept these responsibilities. Kotter's point (and I wholeheartedly agree) is that no team can succeed unless and until each of its members feels as well as understands "a true sense of urgency" and that is as true of executives and those on the shop floor as it is of ERs. "Get that right and you are off to a great start. Get that right and you can produce results that you very much want, and the world very much needs."
The other three tactics are best revealed within Kotter's narrative, in context. Now I wish to shift my attention to some material in Chapter 6 as Kotter discusses two perspectives on the nature of crises. "The first group, by far the larger, sees crises as horrid events, and for obvious reasons." Therefore, every effort is to avoid them or at least to prepare for them with comprehensive plans for crisis management and damage control. "A very different perspective on the nature of crises is described with the metaphor of a `burning platform.' In this view, crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world." Which perspective is correct? "Neither," Kotter responds, and then he explains various downside risks of a damage control mind-set or when using a crisis to reduce complacency and create. Again, what he recommends is best revealed within the narrative. However, I want to reassure those who read this brief commentary that Kotter fully appreciates the potential value of that contingency planning and crisis management. (He is a world-renowned expert on both.) He also clearly aware of problems that could occur when crying "Wolf!" in the absence of such a threat. In this context, his objective is to help his reader to understand how and why there are times when judicious use of created crisis can be appropriate. That said, "any naiveté about the downside risks can cause disaster" and for that reason, he identifies and briefly discusses four "Big Mistakes" (Pages 136-141) and then suggests that crises can be used to create true urgency if eight principles he recommends are followed. (Please see Pages 142-143.) In a world in which change is the only constant and seems to be occurring at an every-increasing velocity, Kotter notes that "finding opportunities in crises probably reduces your overall risk." It seems to me that in this chapter, Kotter explores a previously neglected dimension of crisis of management, and once again, he indicates still other applications of the eight-step pattern introduced in the aforementioned earlier books, Leading Change, The Heart of Change with Dan Cohen, and Our Iceberg Is Melting.
In Chapter 9, he shares his thoughts about how to sustain a high sense of urgency in an organization. That is indeed a major challenge, especially when thinking in terms of doing so throughout an entire enterprise. Obviously, leadership is needed at all levels and in all areas. "The ultimate solution to the problem of urgency dropping after successes is to create the right culture. This is especially true as we move from a world in which change is most episodic to a world in which change is continuous." Completing that transition is never easy but is far easier in what Kotter characterizes as "the right culture." Although significantly different in most ways, all high-performance companies seem to have a culture in which a majority of those involved take pride in what they achieve but are convinced that there is always room for improvement, that they can always do better. They are never satisfied. They view mistakes, errors, detours, dry wells, blind alleys, etc. as valuable learning opportunities. Their change initiatives to sustain improvement tend to be customer-driven and with, you guessed it, "a true sense of urgency."
Is this also true of your culture? If not, I urge you to read this book first and then each of the other three (Leading Change, The Heart of Change with Dan Cohen, and then Our Iceberg Is Melting) to prepare yourself to attract and engage others in urgently needed change initiatives. If not now, when? If not you, who?
Meanwhile, tick tock, tick tock, tick tock, tick tock....
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6 of 6 people found the following review helpful:
4.0 out of 5 stars
Move, Win, Now, March 9, 2009
"the number one problem they have is all about creating a sense of urgency"
A Sense Of Urgency by John Kotter is, simply put, a sequel of his previous book; "Our Iceberg is Melting". "Our Iceberg is Melting" is a fictional story of emperor penguins who fight for survival during the threat of change. The eight steps to overcome and embrace change are 1.) A sense of urgency 2.) The guiding team 3.) Visions and strategies 4.) Communication 5.) Empowerment 6.) Short-term wins 7.) Never letting up 8.) Making change stick.
This book is focused on the first step, a sense of urgency. As Kotter wrote "Most organizations handle step 1 poorly". Without a "true" sense of urgency, the following 7 steps to embrace change is a cumbersome task. And more importantly, because "we are moving from episodic to continuous change. With this shift, urgency will move from being an important issue every few years to being a powerful asset all the time."
Contents
1. It all starts with a sense of urgency
As I mentioned earlier that a sense of urgency is vital to a process of change. John Kotter also indicated the two most hazardous enemies, complacency and false urgency.
2. Complacency and false urgency
Kotter digged deep into the two enemies, complacency and false urgency. He elaborated the cause of them, how do the complacent (and people with false of urgency) think? What do they feel? How do they behave? He, later, wrote on how to find complacency and false urgency. This chapter is truly alarming and you might not like it!
3. Increasing true urgency
The critical point of the chapter is that true urgency aims for the "heart". A true sense of urgency is "a set of feelings: a compulsive determination to move, and win, now"; not hundreds of PowerPoint slides with graphs, charts, and researches. He concluded the chapter with four tactics (the following four chapters).
4. Tactic One: bring the outside in
"Tactic One is based on the observation that organizations of any size or age tend to be too internally oriented." He suggested us seven useful ways to "bring the outside in" to create a sense of urgency in the organization.
5. Tactic Two: behave with urgency everyday
To make sure any action is not just a flavour of a month, we need to behave urgently everyday. Behaving urgently does not mean panicking and Kotter tells you how. I personally like the term "urgent patience" because "behaving urgently does not mean constantly running around, screaming "Faster-faster". Urgent patience means acting each day with a sense of urgency but having a realistic view of time.
6. Tactic Three: find opportunity in crises
There are two camps of people amid crisis, one always looks for crisis avoidance, crisis management, damage control, budgets, budget reviews, and financial control system. The other looks for a burning platform; they view crises as not necessary bad. With fire spreading, they move, status quo eliminated and new beginning is possible. Which one is correct? Yes, neither. Kotter wrote on the pitfalls of the two and how to balance and how to make the most out of crises.
7. Tactic Four: deal with NoNos
NoNo is a character in "Our Iceberg is Melting" who always say, as the name suggests, "No no". They are resistant to change, slow down movement, and kill urgency. NoNos are not skeptics, they are worse. And Kotter wrote on how NOT to deal with them and how to deal with them effectively.
8. Keeping urgency up
True urgency leads to success with leads to complacency. This chapter tells you how to avoid this problem.
9. The future: begin today
...
Next, I'll try to briefly rate this book on a scale of ideal business book or a book that is "easy to understand, distinct, practical, credible, insightful, and provides great reading experience"
Ease of Understanding: 8/10: This book is focused on a single issue which helps you understand the subject thoroughly. The drawback is that the (real or unreal) supporting stories or examples are written lightly or fiction-like with no reference or supporting data. They do not support the contents well enough.
Distinction: 8/10: With hundreds (if not thousands) of books already on the topic of change, this small book gives you a more elaborated and detailed view on the sub-topic of change. There are also far too many titles about the rate of change in business but most of them focus on technological side of change. This is a book on a fast pace business environment with very little mention on the Internet and not a single word (I believe) on Google, My Space, Twitter, etc.
Practicality: 7/10: Although there is no step-by-step instruction to create a true sense of urgency, the book sufficiently provides you with valuable and practical guidelines.
Reliability: 5/10: There are many stories supporting the subjects but they are not truly convincing. They are (I hate to say) a bit too short and too fictional with no data or reference as I mentioned. Moreover, the one strategy (aim at the heart) and four tactics are mainly from the words and experience of the author. Simple said, the only reliable factor of the book is the author himself. I wish there were more concrete facts.
Insight: 5/10: I feel that the author wanted this book to be easy to read and easy to grasp the essence of it. Kotter believes that to create a sense of urgency in an organization, we need to communicate to the heart not to the mind with too much data and analysis (two hundred slides PowerPoint presentation, for instance). However, that is suitable for communication in the business setting with very little time to spare and to comprehend the message. Intellectual readers (not me) might expect more.
Reading Experience: 6/10: The two most important words in the book are "urgent" and "now". This book will put you in the state of emergency. One point of this book that made me feel uncomfortable is that it is, from my judgement, 80% pessimistic and 20% optimistic.
Overall: 6.5/10: If you have read "Our Iceberg is Melting" and had a problem with the first step (like I did), you should definitely buy the book. If you have not but feel that your organisation is either stagnant and slow (complacent), or chaotic with no result (false urgency) and your organisation does not respond to change well enough, this book is a good start.
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