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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
Culture
Operating
Way
Minimum
Time
Shown
Period
Changes
Periods
Succeed
Truly
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Leadership produces change. That is its primary function
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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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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
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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 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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Complacency is almost always the product of success or perceived success
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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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The heart of change is in the emotions.
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Leadership is different from management, but not for the reasons most people think.
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We see, we feel, we change.
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Most people don't lead their own lives - they accept their lives
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Never underestimate the power of a good story.
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We learn best - and change - from hearing stories that strike a chord within us.
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Leadership is about coping with change
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Never underestimate the magnitude of the power of the forces that reinforce the status quo.
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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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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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Anyone in a large organization who thinks major change is impossible should probably get out.
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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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