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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
Change
Trained
Make
Scale
Scales
Managers
Improvement
Large
Programmatic
Lead
Incremental
Aren
Improvements
More quotes by John P. Kotter
Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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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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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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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.
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The heart of change is in the emotions.
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One of the most common ways to overcome resistance to change is to educate people about it beforehand. Communication of ideas helps people see the need for and the logic of a change. The education process can involve one-on-one discussions, presentations to groups, or memos and reports.
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Most people don't lead their own lives - they accept their lives
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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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Leadership is about coping with change
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We learn best - and change - from hearing stories that strike a chord within us.
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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.
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Never underestimate the magnitude of the power of the forces that reinforce the status quo.
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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.
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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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Motivation is not a thinking word it's a feeling word.
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Complacency is almost always the product of success or perceived success
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Anyone in a large organization who thinks major change is impossible should probably get out.
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Leadership is different from management, but not for the reasons most people think.
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