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Anyone in a large organization who thinks major change is impossible should probably get out.

John P. Kotter

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John P. Kotter
Age: 77
Born: 1947
Born: February 25
Economist
Educator
University Teacher
San Diego
California
John Paul Kotter
Thinking
Major
Thinks
Organization
Large
Probably
Impossible
Anyone
Change
Majors

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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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We learn best - and change - from hearing stories that strike a chord within us.
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Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.
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Good communication does not mean that you have to speak in perfectly formed sentences and paragraphs. It isn't about slickness. Simple and clear go a long way.
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Never underestimate the power of a good story.
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People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.
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Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level. You need to surprise people with something that disturbs their view that everything is perfect.
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No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.
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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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Complacency is almost always the product of success or perceived success
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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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Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.
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Leaders establish the vision for the future and set the strategy for getting there.
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Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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Good communication is not just data transfer. You need to show people something that addresses their anxieties, that accepts their anger, that is credible in a very gut-level sense, and that evokes faith in the vision.
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Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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In the final analysis, change sticks when it becomes the way we do things around here.
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Leadership is about coping with change
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Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.
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The heart of change is in the emotions.
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