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Never underestimate the magnitude of the power of the forces that reinforce the status quo.

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
Underestimate
Status
Forces
Force
Power
Never
Reinforce
Magnitude

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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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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.
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Leadership is about coping with change
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We see, we feel, we change.
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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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We learn best - and change - from hearing stories that strike a chord within us.
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Leadership is different from management, but not for the reasons most people think.
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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 US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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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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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 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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The heart of change is in the emotions.
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Leaders establish the vision for the future and set the strategy for getting there.
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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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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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Motivation is not a thinking word it's a feeling word.
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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 produces change. That is its primary function
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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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