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Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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
Minds
Listening
Others
Without
Heart
Credible
Mind
Captured
Never
Hearts
Communication
More quotes by John P. Kotter
Leadership produces change. That is its primary function
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Leaders establish the vision for the future and set the strategy for getting there.
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The heart of change is in the emotions.
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Never underestimate the power of a good story.
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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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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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Tradition is a very powerful force.
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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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Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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Leadership is about coping with change
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Leadership is different from management, but not for the reasons most people think.
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Most people don't lead their own lives - they accept their lives
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Complacency is almost always the product of success or perceived success
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A culture truly changes only when a new way of operating has been shown to succeed over some minimum period of time.
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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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We see, we feel, we change.
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Never underestimate the magnitude of the power of the forces that reinforce the status quo.
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Anyone in a large organization who thinks major change is impossible should probably get out.
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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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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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