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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

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
Large
Programmatic
Lead
Incremental
Aren
Improvements
Change
Trained
Make
Scale
Scales
Managers
Improvement

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We learn best - and change - from hearing stories that strike a chord within us.
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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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Complacency is almost always the product of success or perceived success
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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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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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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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No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.
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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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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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The heart of change is in the emotions.
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Most people don't lead their own lives - they accept their lives
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Tradition is a very powerful force.
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Motivation is not a thinking word it's a feeling word.
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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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In the final analysis, change sticks when it becomes the way we do things around here.
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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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We see, we feel, we change.
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Leadership is about coping with change
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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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