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Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.

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
Help
Necessity
Common
Effective
Understand
Leaders
Helping
Accept
Others
Leadership
Change
Accepting
Desired
Leader
Outcome
Vision
Outcomes

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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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In the final analysis, change sticks when it becomes the way we do things around here.
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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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Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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Complacency is almost always the product of success or perceived success
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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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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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Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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We learn best - and change - from hearing stories that strike a chord within us.
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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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The heart of change is in the emotions.
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We see, we feel, we change.
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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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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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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale 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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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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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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