Personally I find a sad face and wagging tail works wonders.


Step 5 – Enable action by removing barriers


Kotter says: "Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generate real impact".


Well, I think we all would agree that suspending parliament fits squarely into this requirement, but can he do it? Boris said: "People are yearning... for this great Incubus to be pitchforked off the back of British politics". I’m not sure this was the best choice of words to describe Brexit. I’ll say no more but I once had a cat land on me from a hedge. It wasn’t pleasant.


Step 6 – Generate short term wins


There is no doubt we are seeing some policy decisions designed to garner favour with the electorate. Kotter says: "Wins are the molecules of results. They must be recognized, collected and communicated – early and often – to track progress and energize volunteers to persist".


Just type ‘government announces’ into a search engine and you will see this step represented in those headline-grabbers we have seen since Boris took office. There is no doubt this is a PM who understands quick-wins and the benefit of keeping up the pace. He’s throwing us a ball. A ball? Woof!


Step 7 – Sustain acceleration


If Boris is playing ‘Chicken’ I think this is where we will see Kotter’s theory in action in the coming weeks. "Press harder after the first successes. Your increasing


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BUSINESS CLINIC


We swiftly saw those who share Boris’s vision come together and take on the more moderates in the party. Some reclined arrogantly on the couch in the commons...


credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality", he says.


A minor flinch by the EU will be monopolised. Tactically this is where the relationship between the PM and the US president could come into play. President Trump has said the UK will be ‘first in line’ for a trade deal and we know Mr Trump pushes through his policies. I reckon we will see more of this. This is textbook Pavlov. Woof! Woof!


Step 8 – Institute change


Whether it is no-deal or a deal, in the aftermath there will be huge amounts of work to do. Kotter’s advice is: "Articulate the connections between the new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits". If and when we leave, these are unchartered waters and no-one knows in reality what will be required to navigate them.


So, what next?


Whatever the outcome, am I worried? Yes! Just look how sad my face is. But the world will not grind to a halt on 31 October 2019 and I’m a great believer in the power of people, dogs (of course) and organisations coming together to keep the lights on. Let’s not forget the huge pool of talent, great leaders and skilled workforce we have in the UK. Let’s not forget that within the UK there are organisations using tools like the one I have highlighted above to ensure that we weather the impact and consequences of change.


We are naturally uncertain. We are probably on the brink of one of the largest changes many of us will see in our lives but I’m reminded of a JFK quote which I think says it all: ‘Change is the law of life, and those who look only to the past and present are certain to miss the future’.


For me, it’s how we choose to deal with it. Oh, and the continued availability of gravy bones.


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