John P. Kotter
John P. Kotter
complacency products
Complacency is almost always the product of success or perceived success
deal
We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.
change
Kotter International is about leading large-scale change, not just managing it.
audience behind careful hard lights low pay senses shield signal time
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.
billion billions million people
The world has 6 billion people and counting. We need to help 500 million people become better leaders so that billions can benefit.
change efforts failure large majority means people scale trying vast
The vast majority of large scale change efforts fail. Which means that the probability that you have actually experienced a failure, and your people know that and are pessimistic, therefore, about trying something again, is very high.
appearing attack awkward human less likely people seem speaker speaking
We worry about appearing awkward in a presentation. But up to a point, most people seem to feel more comfortable with less-than-perfect speaking abilities. It makes the speaker more human - and more vulnerable, meaning he is less likely to attack our decisions or beliefs.
risk different culture
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.
improvement incremental-change scales
Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
world growing ifs
In an ever changing world, you never learn it all, even if you keep growing into your 90s.
people achievement levels
Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.
heart emotion
The heart of change is in the emotions.
drama ideas brain
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.
world fuzzy tools
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.