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The heart of change is in the emotions.

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
Emotions
Emotion
Change
Heart

More quotes by John P. Kotter

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Leadership produces change. That is its primary function
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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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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 magnitude of the power of the forces that reinforce the status quo.
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Motivation is not a thinking word it's a feeling word.
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In the final analysis, change sticks when it becomes the way we do things around here.
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Tradition is a very powerful force.
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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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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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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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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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Never underestimate the power of a good story.
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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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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 is different from management, but not for the reasons most people think.
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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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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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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.
John P. Kotter