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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.
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
Must
Organization
Resilient
Mean
Creating
Techniques
Something
Help
Framework
Always
Means
Organizations
People
Helping
Fundamental
Nature
Fundamentals
Human
Technique
Humans
Tools
Remarkably
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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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Leadership produces change. That is its primary function
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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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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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Leadership is about coping with change
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Complacency is almost always the product of success or perceived success
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In the final analysis, change sticks when it becomes the way we do things around here.
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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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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
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We learn best - and change - from hearing stories that strike a chord within us.
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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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Most people don't lead their own lives - they accept their lives
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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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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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Leaders establish the vision for the future and set the strategy for getting there.
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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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Tradition is a very powerful force.
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Anyone in a large organization who thinks major change is impossible should probably get out.
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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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Never underestimate the power of a good story.
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