John P. Kotter Quotes
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A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.
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Neurologists say that our brains are programmed much more for stories than for abstract ideas. Tales with a little drama are remembered far longer than any slide crammed with analytics.
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Many years ago, I think I got my first insight on how an incredibly diverse team can work together and do astonishing things, and not just misunderstand each other and fight.
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Kotter International is about leading large-scale change, not just managing it.
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The vast majority of large scale change efforts fail. Which means that the probability that you have actually experienced a failure, and your people know that and are pessimistic, therefore, about trying something again, is very high.
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In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to my mind. Number one, of course, is role-modeling it yourself. Number two is, when people take intelligent, smart risks and yet it doesn't work out, not shooting them. And number three, being honest with yourself.
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I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.
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We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.
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The world has 6 billion people and counting. We need to help 500 million people become better leaders so that billions can benefit.
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We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.
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In an ever changing world, you never learn it all, even if you keep growing into your 90s.
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If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.
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Leaders establish the vision for the future and set the strategy for getting there.
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Tradition is a very powerful force.
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Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.
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We worry about appearing awkward in a presentation. But up to a point, most people seem to feel more comfortable with less-than-perfect speaking abilities. It makes the speaker more human - and more vulnerable, meaning he is less likely to attack our decisions or beliefs.
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The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.
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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
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Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.
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Low lights signal to our senses that the workday may be over and it's time for sleep, making it hard for an audience to pay careful attention. When we stand behind a big wooden podium, it can feel as if there's a shield between us and the audience.