Most people don't lead their own lives - they accept their lives — John P. Kotter Accepting Copy Share Image
Urgency is unbelievably important when you're talking about, not little changes, but big changes. — John P. Kotter About Copy Share Image
Good communication does not mean that you have to speak in perfectly formed sentences and paragraphs. It isn't about slickness. Simple and… — John P. Kotter Career success Copy Share Image
Sometimes it doesn't hurt to talk around a little and see what lights people's eyes up and what makes them cloud over. — John P. Kotter Cloud Copy Share Image
Leadership is about setting a direction. It's about creating a vision, empowering and inspiring people to want to achieve the vision, and… — John P. Kotter Achieve Copy Share Image
Outsiders have the intuitive ability to continually view problems in fresh ways and to identify ineffective practices and traditions. — John P. Kotter Ability Copy Share Image
True urgent leadership doesn't drain people. It does the opposite. It energizes them. It makes them feel excited. — John P. Kotter Excited Copy Share Image
The dry academic tomes I wrote very early in my career were earnest reflections of the research I conducted, the analysis I… — John P. Kotter Career Copy Share Image
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 Failure Copy Share Image
We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture. — John P. Kotter Change Copy Share Image
Anyone in a large organization who thinks major change is impossible should probably get out. — John P. Kotter Change Copy Share Image
In the final analysis, change sticks when it becomes the way we do things around here. — John P. Kotter Analysis Copy Share Image
Without conviction that you can make change happen, you will not act, even if you see the vision. Your feelings will hold… — John P. Kotter Change Copy Share Image
We learn best - and change - from hearing stories that strike a chord within us. — John P. Kotter Change Copy Share Image
It's very difficult to innovate without requiring people to do something different. And whenever you require people to do something different, you're… — John P. Kotter Change Copy Share Image
Leadership is different from management, but not for the reasons most people think. — John P. Kotter Different Copy Share Image
This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves… — John P. Kotter Analysis Copy Share Image
If people think the boss is manipulating them to get them to work harder, it backfires. — John P. Kotter Boss Copy Share Image
Neurologists say that our brains are programmed much more for stories than for abstract ideas. Tales with a little drama are remembered… — John P. Kotter Abstract Copy Share Image
We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives. — John P. Kotter Ability Copy Share Image
Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership. — John P. Kotter Capacity Copy Share Image
Leadership is always about change: it's not about mobilising people to do what they've always done well to continue to do it… — John P. Kotter Always Copy Share Image
We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must… — John P. Kotter Creating Copy Share Image
In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to… — John P. Kotter Being Copy Share Image
Leaders establish the vision for the future and set the strategy for getting there. — John P. Kotter Dreams Copy Share Image
