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

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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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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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We learn best - and change - from hearing stories that strike a chord within us.
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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 produces change. That is its primary function
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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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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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The heart of change is in the emotions.
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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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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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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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Complacency is almost always the product of success or perceived success
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We see, we feel, we change.
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Tradition is a very powerful force.
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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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Anyone in a large organization who thinks major change is impossible should probably get out.
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Most people don't lead their own lives - they accept their lives
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Leadership is different from management, but not for the reasons most people think.
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