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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
More quotes by John P. Kotter
We see, we feel, we change.
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Never underestimate the power of a good story.
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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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No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.
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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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Tradition is a very powerful force.
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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.
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
Complacency is almost always the product of success or perceived success
John P. Kotter
We learn best - and change - from hearing stories that strike a chord within us.
John P. Kotter
In an ever changing world, you never learn it all, even if you keep growing into your 90s.
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The heart of change is in the emotions.
John P. Kotter
In the final analysis, change sticks when it becomes the way we do things around here.
John P. Kotter
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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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
Never underestimate the magnitude of the power of the forces that reinforce the status quo.
John P. Kotter
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.
John P. Kotter
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
Leadership produces change. That is its primary function
John P. Kotter
Anyone in a large organization who thinks major change is impossible should probably get out.
John P. Kotter
