John P. Kotter
John P. Kotter
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.
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.
strong supportive culture
We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.
years risk stories
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.
way succeed culture
A culture truly changes only when a new way of operating has been shown to succeed over some minimum period of time.
feels
We see, we feel, we change.