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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.
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
Changes
Periods
Succeed
Truly
Culture
Operating
Way
Minimum
Time
Shown
Period
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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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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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In the final analysis, change sticks when it becomes the way we do things around here.
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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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In an ever changing world, you never learn it all, even if you keep growing into your 90s.
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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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Motivation is not a thinking word it's a feeling word.
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Leadership produces change. That is its primary function
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The heart of change is in the emotions.
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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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We see, we feel, we change.
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Leadership is about coping with change
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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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Without credible communication, and a lot of it, the hearts and minds of others are never captured.
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Complacency is almost always the product of success or perceived success
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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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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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Leadership is different from management, but not for the reasons most people think.
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Anyone in a large organization who thinks major change is impossible should probably get out.
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