COVID-19 has done what few incumbent leaders have managed to do: created a sense of urgency to ignite change. It is now the responsibility—nay, the obligation—of leaders to take advantage of this occasion; to use this global pandemic and societal turmoil, which has wreaked havoc on the lives and livelihoods of so many, to make a positive, lasting impact on their organizations and the world.

The Principles of Leading Change

The first and, arguably, one of the most challenging steps in John Kotter’s principles of leading change is to create a sense of urgency—a clear, emotionally charged need for transformation. Without it, change wilts on the vine. In times of plenty and in industries, like legal, energy or private equity, in which stakeholders enjoy generous rewards, it can be challenging, if not impossible, to create a sense of urgency. As a popular saying in the legal sector goes, “how do you convince a room full of millionaires they’re doing something wrong?”

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