Great leaders motivate large groups of individuals to improve the human condition. — John P. Kotter Copy Share Image
In an ever changing world, you never learn it all, even if you keep growing into your 90s. — John P. Kotter Copy Share Image
Complacency is almost always the product of success or perceived success — John P. Kotter Complacency 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
Urgency is unbelievably important when you're talking about, not little changes, but big changes. — John P. Kotter Copy Share Image
The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up… — John P. Kotter Change Copy Share Image
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… — John P. Kotter Approach 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
Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to… — John P. Kotter Analysis Copy Share Image
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 Culture Copy Share Image
People change what they do less because they are given an analysis that shifts their thinking than because they are shown a… — John P. Kotter Analysis 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
I am often asked about the difference between 'change management' and 'change leadership,' and whether it's just a matter of semantics. These… — John P. Kotter 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
Producing major change in an organization is not just about signing up one charismatic leader. You need a group - a team… — John P. Kotter 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
I am always looking for stories that will shed light on how companies define themselves - for better or for worse. When… — John P. Kotter Copy Share Image
Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do but by satisfying basic human… — John P. Kotter Ability Copy Share Image
Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others… — John P. Kotter Copy Share Image
At any one time the world has a very limited number of Steve Jobs or Winston Churchills or Thomas Watson the firsts.… — John P. Kotter Copy Share Image
Good communication is not just data transfer. You need to show people something that addresses their anxieties, that accepts their anger, that… — John P. Kotter Copy Share Image
No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service. — John P. Kotter 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
All organizations start with a structure that looks like a dynamic solar system. They can be very fast, agile. They attract people… — John P. Kotter Copy Share Image
Congress is full of people who get reelected and reelected. How can you have urgency when there are all of those safe… — John P. Kotter Congress Copy Share Image
The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of… — John P. Kotter Behavior Copy Share Image
Many years ago, I think I got my first insight on how an incredibly diverse team can work together and do astonishing… — John P. Kotter Copy Share Image
More and more I'm finding that I'm reading history, I'm reading biography, I'm reading autobiography for a sense of people who've been… — John P. Kotter Books 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 Copy Share Image
Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change. — John P. Kotter Achievement Copy Share Image
Every organization goes through a lifecycle where they eventually lose their initial speed or agility at a strategic level. — John P. Kotter 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
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
If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going… — John P. Kotter Copy Share Image
A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually… — John P. Kotter Copy Share Image
Commercial organisations that operate responsibly have benefitted by increased revenues of 682% compared to 166% for those that don't — John P. Kotter Business Copy Share Image
Over the years I have become convinced that we learn best - and change - from hearing stories that strike a chord… — John P. Kotter Copy Share Image
Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling… — John P. Kotter Contentment Copy Share Image
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 Copy Share Image
