One of the great leadership issues of this era reflects on how we get our organizations prepared and resolved for change.  Leadership expert John Kotter explores the growing relevance of readiness behavior in his 2008 book, A Sense of Urgency.  In a business world shaped by technical, market and economic uncertainty, Kotter strongly suggests that complacency and/or “false urgency” can wreck an organization.

• Complacency is “…a feeling of contentment of self-satisfaction, especially when coupled with an unawareness of danger …”
• False Urgency is “…built on a platform of anxiety and anger, and behaviors that are energy-consuming but not at all productive.”

In contrast, a true sense of urgency is characterized by people moving on critical challenges in a manner that delivers results now.  Kotter suggests that a true sense of urgency is shaped by a set of feelings and a set of thoughts; the feelings are essential.  Engaging people in the challenges of the enterprise is a cultural practice.  And so the formula goes, give them the facts and win their hearts and minds.

The “urgency prescription” Kotter provides is comprised of four leadership elements:

1. Bring Outside Reality into Focus…

        - Engage people in the real challenges and concerns

2. Behave in Ways that Match the Challenge…

        - Demonstrate a balanced sense of true urgency

3. Frame the Upside Opportunities and Prospects…

        - Move on the problems and discover the possibilities

4. Tackle the Problem of Skeptics and NoNos…

        - Remove or neutralize the barriers to urgency

Better, Smarter, Faster

Kotter points to the cultural sense of urgency that drives sustainable business evolution.  He suggests that the true sense of urgency separates high performance companies from those with strategic disabilities.  This is the same general argument we make in Chapter 08 of Prepared and Resolved.  The resolute leadership of an organization builds a cultural sense of urgency into the temperament and capacity of groups and individuals.  Further, a clear mindset of readiness and some forward-focused behavior helps power the organization to build and rebuild strategic and economic value for the stakeholders.

Five of Five Stars