A Sense of Urgency
Jay Mullens
EDL 640 – The Executive Educator
Western Illinois University

A Sense of Urgency In Kotter’s book, A Sense of Urgency, Kotter argued how effective leaders must impart a sense of urgency in order for their institute to continue to develop in a positive manner. When this attitude is infused throughout the complete association, the opportunity for contentment and false urgency is lessened. Kotter states on page 1 in the opening paragraph, “A sense of urgency is important, of course, complacency is a disaster these days. But complacency is a relative minor issue for us. Better execution of our innovation initiative is our challenge.” If employees can grasp this concept of better execution and realize Kotter’s philosophy, urgency will become the product. The four basic traits that Kotter believes will escalate urgency in an organization are as follows: * Tactic #1 – Bring outside in: A leader cannot rely on insiders alone. On page 63, Kotter explains, “The disconnect between what insiders see, feel, and think, on one the hand, and external opportunities and hazards, on the other, can be astonishing at times – even in organizations that are producing very good short term results.” He states the internal stakeholder must comprehend what is occurring outside of the workplace. It is essential that the leaders of the institute provide information, personally meet with employees at all levels, and be transparent with all files. * Tactic #2 – Behave with urgency every day: On page 98, Kotter explains, “a sense of urgency is an increasingly powerful, if not essential, asset in an increasingly fast moving world.” If we want our employees to behave in a specific manner, we need to assert that behavior. Leaders always model expected behavior. * Tactic #3 – Find opportunity in crises: On page 120, Kotter states, “A very different perspective on the nature of crises is described with a 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.” Leaders can utilize the conflict as an avenue to make active modifications and improve the organization versus the alternative, resting on the negative. * Tactic #4 – Deal with the No-No’s: On page 146, Kotter describes the NoNo. “A NoNo is more than a skeptic. He’s always ready with ten reasons why the current situation is fine, the problems and challenges that others see don’t exist, or why you need more data before acting on it.” Use energy productively. Do not focus on trying to change the NoNo’s rather focus on disrupting their ideas so you can actively bring along the people who are equipped for change.
As an administrator at a Junior/Senior High School, I would engage three concepts to incorporate a sense of urgency in our school district. First, I would bring the outside in so that a different viewpoint could be utilized while trying to improve our school. Second, I would look for the opportunity in the crises and surround myself with people who have the ability to do the same. Lastly, I would try to limit the No-No’s and halt their ideas from encompassing the staff. With these three concepts, we can move the district in a positive direction.
Bringing the outside in has its advantages. By utilizing the community stakeholders’ viewpoint, the district can have conversations about issues and find alternative strategies that may have not been investigated. In order to move the district forward, everyone must have and understand the vision of the district. The ship cannot be steered by an individual. It takes the entire crew. All decisions finalized by the district will by data driven and research based. The district will move in a positive manner from the following data: 1. Financial Data (Fiscal responsibility) 2. Student Achievement (Are our students successful? Are our students college ready?) 3. Curriculum (Do we have academic rigor? Are we aligned? Do we have gaps?)
Committees will be created in order to collect the appropriate data and analyze the results of that collection. Committees will be paramount in order not to overwhelm individuals. The committees will be comprised of all stakeholders and both local and state level personnel will be utilized in this process. Once the information is obtained and analyzed, it will be dispersed to each committee’s areas of focus. Staff will have the opportunity to read the information approximately one week prior to discussing it with me at regularly scheduled meetings. The second strategy I would employ is looking for the opportunity that lies within the crises and surrounding myself with individuals who have the ability to do the same. After reviewing the data with the stakeholders and committees assembled, a plan of action would be designed to create the ever-changing vision of the district and ensure a positive direction. In order to complete this, we must reflect on what we have accomplished and what still needs to be done. This is the only way the district can move forward. Once this plan is developed, it will be communicated to all stakeholders, internal and external so they understand the path of our organization. Lastly, I would try to limit the No-No’s and halt their ideas from encompassing the staff. Once the stakeholders and committees have completed their tasks and the district has created its vision, there will be members who won’t agree and deny that change is necessary. It will be important not to address these individuals but to address their nay saying or denial. The main issue will be change. People do not like change. It makes them uneasy and fearful. The unknown is scary. However, once the plan is in place for the direction the district will follow, it can be leaned on to inform everyone of how we intend to facilitate change and to ensure success. Once you have the majority on board and working with the district, you can address the NoNo’s individually. After this discussion has been had, if the individual is still non-compliant, appropriate steps will be taken to remove them or force them to leave the district. Instilling a sense of urgency in an organization is a difficult and sometimes a time consuming process. We have to remember though, it is a process and change does not occur over night. People are comfortable with routine and hesitant to change. We live in a time where education is being held to a certain standard for achievement. Whether perceived or accurate, the accountability factor is real. In order to insure we meet these standards we must be proactive and not reactive.

References
Kotter, J. (2008). A sense of urgency. Boston, Massachusetts: Harvard Business Press.