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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
Helping
Accept
Others
Leadership
Change
Accepting
Desired
Leader
Outcome
Vision
Outcomes
Help
Necessity
Common
Effective
Understand
Leaders
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We learn best - and change - from hearing stories that strike a chord within us.
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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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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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Leadership produces change. That is its primary function
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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 an ever changing world, you never learn it all, even if you keep growing into your 90s.
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In the final analysis, change sticks when it becomes the way we do things around here.
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Anyone in a large organization who thinks major change is impossible should probably get out.
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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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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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Most people don't lead their own lives - they accept their lives
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Never underestimate the power of a good story.
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Tradition is a very powerful force.
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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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Leadership is about coping with change
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The heart of change is in the emotions.
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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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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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