John P. Kotter Quotes

John P. Kotter
American Educator
Born: Feb 25, 1947
About Change Leadership People Work You
Related authors: Bill Nye Booker T. Washington Horace Mann John W. Gardner Michael Pollan Michael Porter Temple Grandin Timothy Leary
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
Anxiety Fear Complacency Panic State Virtually Rate Absent Higher Imply Does Which Urgency Means
Tradition is a very powerful force. John P. Kotter
Powerful Powerful Force Force Tradition Very
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. John P. Kotter
Drama Our Slide Say More Remembered Abstract Longer Tales Ideas Brains Than Any Crammed Stories Little Far Much Programmed
I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating. John P. Kotter
Change People Think Approach About Impatient More Tends Know Very Than Frustrating Help Need
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
Nature People Human Nature Tools Framework Must Something Remarkably New Always Human Which Creating Means Organizations Help Help People Fundamental Techniques Resilient
The world has 6 billion people and counting. We need to help 500 million people become better leaders so that billions can benefit. John P. Kotter
People World Better Become Benefit Leaders Counting Help Billion Billions Million Million People Need
In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to my mind. Number one, of course, is role-modeling it yourself. Number two is, when people take intelligent, smart risks and yet it doesn't work out, not shooting them. And number three, being honest with yourself. John P. Kotter
Work Risks Yourself People Smart Mind Three Experiment Immediately Out Risk More Take Come Terms Course Least Intelligent Shooting Getting Being Being Honest Them Work Out Things Number Two Number Three Honest
Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders. John P. Kotter
Leadership Change Management Try Become Status Status Quo More Leaders Mostly Because Deals Going Quo Century Much Next Skilled Creating
Low lights signal to our senses that the workday may be over and it's time for sleep, making it hard for an audience to pay careful attention. When we stand behind a big wooden podium, it can feel as if there's a shield between us and the audience. John P. Kotter
Time Big Pay Our Signal Podium Attention Feel Between Over Lights Audience Making Shield May Behind Wooden Senses Low Us Stand Hard Careful Sleep
Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change. John P. Kotter
Change Incremental Lead Make Trained Managers Large-Scale
True urgent leadership doesn't drain people. It does the opposite. It energizes them. It makes them feel excited. John P. Kotter
Leadership People Excited True Feel Makes Does Opposite Them Urgent Drain
If you're overbooked, you can't manage pressing problems or even recognize they're pressing until too late. John P. Kotter
You Too Late Problems Too Late Pressing Recognize Until Manage Even
Congress is full of people who get reelected and reelected. How can you have urgency when there are all of those safe seats? John P. Kotter
You People Congress Those Safe How Get Urgency Full Who Seats
I am always looking for stories that will shed light on how companies define themselves - for better or for worse. When shared with others, such stories can have an enormous impact on how well we move forward in the changing world around us. John P. Kotter
World Better Light Will Looking Enormous Changing Others Worse Define Impact Shared Well Shed Around Always How Am Move Move Forward Stories Themselves Us Forward Companies
It's very difficult to innovate without requiring people to do something different. And whenever you require people to do something different, you're talking about change. John P. Kotter
You Change People Difficult Innovate About Something Talking Without Very Whenever Different Require Requiring
Globalization is going to bring us closer and closer together across nations and technology you can't stop. John P. Kotter
You Technology Together Globalization Closer Going Stop Nations Us Across Bring
Innovation is kind of a sub-piece of change. John P. Kotter
Change Innovation Kind
Urgency is unbelievably important when you're talking about, not little changes, but big changes. John P. Kotter
You Important Big Changes Unbelievably About Talking Little Urgency
I am often asked about the difference between 'change management' and 'change leadership,' and whether it's just a matter of semantics. These terms are not interchangeable. John P. Kotter
Leadership Change Management Matter About Between Terms Am Semantics Often Just Difference Interchangeable Whether Asked
All organizations start with a structure that looks like a dynamic solar system. They can be very fast, agile. They attract people who play around with crazy ideas. John P. Kotter
Crazy People Solar Solar System System Structure Like Ideas Attract Looks Around Very Dynamic Organizations Agile Who Fast Play Start

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