Forbes.com 

Over the past few weeks, I have offered tips for leaders on building and unleashing a secret organizational weapon: an army of volunteers that identifies new, innovative ways to speed up growth and harnesses additional support from others in the organization to implement these strategies.

Yet, as I alluded to last week, this kind of change can take time—and often more than a single guiding coalition is needed to lead it. Each year leaders should recharge the guiding coalition and ask new employees to apply for a spot on this team (current members can reapply too). Refreshing the membership each year brings fresh perspectives and energy to the table and gives people who really want to be a part of this guiding team a chance to make an impact.
 

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Forbes.com 

In order to recruit volunteers, leaders must first create a sense of urgency among their employees about the opportunities that lie ahead and then ask for their help in propelling the organization towards those opportunities.

With a majority of employees feeling a sense of urgency, scores of individuals are likely to apply to be part of the guiding coalition—sometimes ten times as many as can actually take part! But what about those enthusiastic employees who may have applied but not been one of the 30 to 40 selected for the guiding coalition? Won’t they be left feeling rejected or de-motivated?
 

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Forbes.com 

Leaders cannot implement new strategies on their own. As one former first lady said, “It takes a village.” Or as we at Kotter International like to say, “It takes a guiding coalition.”

That coalition—a powerful, enthusiastic team of volunteers from across an organization—is a crucial tool for leaders looking to put new strategies into effect and transform their organizations. And deciding who should take part in the guiding coalition is essential.
 

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