John P. Kotter Quotes - Page 2

Quotes about:

• Anyone in a large organization who thinks major change is impossible should probably get out.

  John P. Kotter

  Change, Thinking, Organization

  John P. Kotter (2008). “The New Rules”, p.187, Simon and Schuster

  69 Copy quote

• 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.

  John P. Kotter

  Inspirational, Communication, Mean

  61 Copy quote

• We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership.

  John P. Kotter

  Leadership, Needs, Pace

  22 Copy quote

• 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.

  John P. Kotter

  Thinking, People, Feelings

  John P. Kotter, Dan Cohen (2013). “The Heart of Change: Real-Life Stories of How People Change Their Organizations”, p.14, Harvard Business Press

  22 Copy quote

• 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

  Creating, Leader, Trying

  20 Copy quote

• Without conviction that you can make change happen, you will not act, even if you see the vision. Your feelings will hold you back.

  John P. Kotter

  Feelings, Vision, Conviction

  John P. Kotter, Dan Cohen (2015). “Successful Organizational Change: The Kotter-Cohen Collection (2 Books)”, p.114, Harvard Business Review Press

  29 Copy quote

• Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.

  John P. Kotter

  Exercise, Needs, Corporations

  John P. Kotter (2013). “John P. Kotter on What Leaders Really Do”, p.30, Harvard Business Press

  42 Copy quote

• Great communicators have an appreciation for positioning. They understand the people they're trying to reach and what they can and can't hear. They send their message in through an open door rather than trying to push it through a wall.

  John P. Kotter

  Appreciation, Wall, Doors

  25 Copy quote

• Most people don't lead their own lives - they accept their lives

  John P. Kotter

  Motivational, People, Accepting

  13 Copy quote

• 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, Ideas, Brain

  59 Copy quote

• We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.

  John P. Kotter

  Strong, Supportive, Culture

  John P. Kotter, Dan Cohen (2015). “Successful Organizational Change: The Kotter-Cohen Collection (2 Books)”, Harvard Business Review Press

  9 Copy quote

• Leadership is about coping with change

  John P. Kotter

  Coping

  16 Copy quote

• Over the years I have become convinced that we learn best - and change - from hearing stories that strike a chord within us ... Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.

  John P. Kotter

  Years, Risk, Stories

  6 Copy quote

• Motivation is not a thinking word; it's a feeling word.

  John P. Kotter

  Motivation, Thinking, Feelings

  John P. Kotter, Dan Cohen (2015). “Successful Organizational Change: The Kotter-Cohen Collection (2 Books)”, p.12, Harvard Business Review Press

  11 Copy quote

• Outsiders have the intuitive ability to continually view problems in fresh ways and to identify ineffective practices and traditions.

  John P. Kotter

  Exercise, Views, Practice

  14 Copy quote

• Analytical tools have their limitations in a turbulent world. These tools work best when parameters are known, assumptions are minimal, and the future is not fuzzy.

  John P. Kotter

  Tools, World, Fuzzy

  John P. Kotter, Dan Cohen (2013). “The Heart of Change: Real-Life Stories of How People Change Their Organizations”, p.23, Harvard Business Press

  9 Copy quote

• Complacency is almost always the product of success or perceived success

  John P. Kotter

  Complacency, Products

  John P. Kotter (2013). “A Sense of Urgency”, p.20, Harvard Business Press

  21 Copy quote

• Great leaders motivate large groups of individuals to improve the human condition.

  John P. Kotter

  Leadership, Groups, Great Leader

  John P. Kotter (2012). “Matsushita Leadership”, p.1823, Simon and Schuster

  13 Copy quote

• People are more inclined to be drawn in if their leader has a compelling vision. Great leaders help people get in touch with their own aspirations and then will help them forge those aspirations into a personal vision.

  John P. Kotter

  People, Leader, Vision

  18 Copy quote

• Tradition is a very powerful force.

  John P. Kotter

  Powerful, Tradition, Force

  9 Copy quote

• Leadership is different from management, but not for the reasons most people think.

  John P. Kotter

  Thinking, People, Different

  John P. Kotter (2013). “John P. Kotter on What Leaders Really Do”, p.30, Harvard Business Press

  12 Copy quote

• What's really driving the boom in coaching, is this: as we move from 30 miles an hour to 70 to 120 to 180......as we go from driving straight down the road to making right turns and left turns to abandoning cars and getting motorcycles...the whole game changes, and a lot of people are trying to keep up, learn how not to fall.

  John P. Kotter

  Moving, Fall, Games

  23 Copy quote

• Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

  John P. Kotter

  Improvement, Incremental Change, Scales

  9 Copy quote

• This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought.

  John P. Kotter

  Smart, Successful, Helping Others

  John P. Kotter, Dan Cohen (2013). “The Heart of Change: Real-Life Stories of How People Change Their Organizations”, p.12, Harvard Business Press

  12 Copy quote

• Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.

  John P. Kotter

  Organization, Leader, Feelings

  8 Copy quote

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