One thing that I found interesting was how in Error 1 Adrien gave up on his crew to go to another crew that was already successful (Kotter, 1996). In my opinion its like he didn’t believe that the people he was with would be able to implement all his ideas correctly. He had no faith in his team and no patience. Sometimes as a leader we need to have patience and wait on things to happen instead of rushing because leaving is not always the answer. I also found that statement made in error 2 that major change is almost impossible unless the head of the organization is an active supporter (Kotter, 1996). I find that to be true in my past experience because if the head person does not want to change what you believes needs to be change then it unlikely to get done because he doesn’t put his all into the process of getting it done. John Kotter stated that urgency is a combination of thoughts, feelings, and actual behavior (the importance of urgency, 2015). In my organization there has been a slight change with the number of packages that we receive and I can say that a sense of urgency was there. The company started coming with things to do so that we can get some of the business back. The response was mild because some people were for it and some weren’t.
Kotter, J. (1996). Leading change (Professional development collection). Boston, Mass.: Harvard Business School Press.
In a business, “sense of urgency” expression refers to the ability of leaders to make decisions and drive activities in the organization to meet important windows of opportunity in the industry. The marketplace dictates the ideal timing of a product or service launch. If competitors deliver solutions when customers want them, and you do not, you miss securing important revenue. If you drag your feet and arrive late to the marketplace, you may end up with excess inventory. At that point, price markdowns mitigate your profit potential. Professor Kotter very clearly defines the 3 stages of urgency and explains the importance of a true sense of urgency. I thought I would share his key points in the hopes that you are sparked to put these ideas into place within your own organization. The consequences of this are equally destructive to complacency. The unproductive activity and pressure is fueled by a team full of anxiety and anger. There are many wasted hours and lost opportunities. The one thing you can do that will start a ripple effect of urgency is to behave with urgency every day. In order to have a true sense of urgency and not slip into complacency, it’s important to remember that past successes tell us nothing about the future.
Yukl, G.A. (2013). Leadership in organizations (8th ed.). Boston, MA: Pearson
Kotter, J. P. (2010). A sense of urgency. Boston, MA: Harvard Business Press.