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Complacency is almost always the product of success or perceived success
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
Always
Complacency
Perceived
Product
Products
Almost
Success
More quotes by John P. Kotter
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.
John P. Kotter
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 see, we feel, we change.
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Leaders establish the vision for the future and set the strategy for getting there.
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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.
John P. Kotter
Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.
John P. Kotter
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.
John P. Kotter
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.
John P. Kotter
Anyone in a large organization who thinks major change is impossible should probably get out.
John P. Kotter
Most people don't lead their own lives - they accept their lives
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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.
John P. Kotter
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.
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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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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Motivation is not a thinking word it's a feeling word.
John P. Kotter
Without credible communication, and a lot of it, the hearts and minds of others are never captured.
John P. Kotter
Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
John P. Kotter
Leadership is different from management, but not for the reasons most people think.
John P. Kotter
Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.
John P. Kotter
