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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.

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
Good
Vision
Guts
Evokes
People
Show
Data
Anxieties
Faith
Anxiety
Transfer
Sense
Anger
Transfers
Shows
Communication
Credible
Need
Level
Accepts
Needs
Accepting
Evoke
Something
Levels
Addresses

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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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Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.
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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 learn best - and change - from hearing stories that strike a chord within us.
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Most people don't lead their own lives - they accept their lives
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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 is about coping with change
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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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In the final analysis, change sticks when it becomes the way we do things around here.
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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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We see, we feel, we 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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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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Tradition is a very powerful force.
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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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The heart of change is in the emotions.
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Never underestimate the magnitude of the power of the forces that reinforce the status quo.
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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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