Leading Change in Schools with the Kotter Model: A Guide for Headteachers


Leading Change in Schools with the Kotter Model: A Guide for Headteachers

As a headteacher, leading change within your school can be challenging. The Kotter Model, developed by Harvard Business School Professor John Kotter, is a proven framework that can help you successfully navigate the change process. 

This blog will provide an in-depth guide on how to apply the Kotter Model in a school setting and offer practical advice to help you lead your team to success.

  1. Establish a Sense of Urgency: To begin the process of change, it is essential to create a sense of urgency within your team. Identify the issues that necessitate change and communicate them clearly to your staff. Share the latest research and best practises, highlighting the benefits and potential risks if no action is taken. Encourage open dialogue among team members, allowing them to share their concerns and ideas.
  2. Form a powerful guiding coalition: Identify a group of key stakeholders (e.g., teachers, support staff, and parents) who can help champion the change process. Ensure that the coalition represents diverse perspectives and expertise. Build trust and strong relationships within the coalition by providing opportunities for collaboration and open communication.
  3. Create a Vision for Change: Come up with a clear, compelling vision for your school's future that will motivate and lead your team. The vision should be short and clear about the goals and the values and principles that will guide the change process. Share your school's vision with everyone and make sure everyone knows the overall goals and objectives.
  4. Communicate the Vision: Talk about the vision often and in a consistent way, through staff meetings, newsletters, and social media, for example. Connect everyday activities to the vision and celebrate small wins along the way to help spread the message. Encourage the people in your guiding coalition to tell their peers about the vision and act as role models for the behaviours you want to see.
  5. Empower Others to Act on the Vision: Remove any barriers or obstacles that could hinder progress towards the vision. Foster a culture of innovation by encouraging staff to think creatively and take calculated risks. Provide training and resources as needed to help them develop new skills and knowledge. Recognise and reward those who take initiative and contribute positively to the change process.
  6. Generate short-term wins: Break down the change process into smaller, achievable milestones. Celebrate short-term wins to build momentum and maintain motivation. Recognise and reward the individuals and teams responsible for these successes. Share these accomplishments with the broader school community to generate further support and enthusiasm.
  7. Consolidate Gains and Make More Change: Use the credibility you've earned from small wins to take on bigger challenges and make more change. Continuously evaluate progress and adjust strategies as needed. Encourage ongoing learning and professional development to ensure your team is well-equipped to handle new challenges and opportunities.
  8. Anchor the changes in the school's culture. If you want the new behaviours and practises to last, you should make them part of the school's culture. This can mean changing policies and procedures, putting the new values into performance reviews, and praising employees who live up to the new standards. Review the vision and the school's progress often to keep your attention on the desired results.

By using the Kotter Model, you can lead their teams through the change process and help their school communities in a positive way. Remember that change is a journey that requires patience, persistence, and clear communication. It is also important to involve all stakeholders in the change process and provide them with the necessary support and resources to ensure successful implementation. Additionally, celebrating small wins along the way can help maintain momentum and keep everyone motivated towards achieving the end goal.


Written by us and other Authors.


Made by us and our partners.


Made by us and our partners.

Products & Services

From the companies we partner with.

Showing 0