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John Kotter quotes
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 Kotter
A culture truly changes only when a new way of operating has been shown to succeed over some minimum period of time.
John Kotter
We see, we feel, we change.
John Kotter
Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings.
John Kotter
Many years ago, I think I got my first insight on how an incredibly diverse team can work together and do astonishing things, and not just misunderstand each other and fight.
John Kotter
Never underestimate the power of the mind to disempower.
John Kotter
The heart of change is in the emotions.
John Kotter
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 Kotter
No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.
John Kotter
One of the most powerful forms of information is feedback on our own actions.
John Kotter
Valued achievements connect to people at a deeper level-and a deeper level can change behavior that is generally very difficult to change.
John Kotter
We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.
John Kotter
In a change effort, culture comes last, not first.
John Kotter
Motivation is not a thinking word; it's a feeling word.
John Kotter
Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there.
John Kotter
The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.
John Kotter
Leaders establish the vision for the future and set the strategy for getting there.
John Kotter
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 Kotter
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 Kotter
Tradition is a very powerful force.
John Kotter
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 Kotter
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 Kotter
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