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Motivation is not a thinking word it's a feeling word.
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
Feelings
Thinking
Motivation
Feeling
Word
More quotes by John P. Kotter
Leadership produces change. That is its primary function
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Leadership is about coping with change
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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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Never underestimate the power of a good story.
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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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Leaders establish the vision for the future and set the strategy for getting there.
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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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We learn best - and change - from hearing stories that strike a chord within us.
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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 the final analysis, change sticks when it becomes the way we do things around here.
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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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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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Anyone in a large organization who thinks major change is impossible should probably get out.
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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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Leadership is different from management, but not for the reasons most people think.
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Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.
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The heart of change is in the emotions.
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If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.
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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 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.
John P. Kotter
