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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
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Tradition is a very powerful force.
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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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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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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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Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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Never underestimate the magnitude of the power of the forces that reinforce the status quo.
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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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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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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
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Leadership produces change. That is its primary function
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We see, we feel, we change.
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