Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.
John P. KotterRead
Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level. You need to surprise people with something that disturbs their view that everything is perfect.
Interpretation
Overcoming complacency is essential for initiating change, often needing an unexpected element to shift perspectives.
This quote emphasizes that recognizing and overcoming complacency is vital at the onset of any change initiative. It suggests that simply understanding the need for change is not enough; there must be a surprising element that disrupts the status quo and challenges people's belief that everything is fine, thereby motivating them to embrace the necessary transformation.
In practice
In a team meeting where we are discussing new strategies, I might quote this to inspire colleagues to reconsider their comfort zones.
Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.
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.
Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
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.
Outsiders have the intuitive ability to continually view problems in fresh ways and to identify ineffective practices and traditions.
Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.
The Arab Spring reminds me a bit of the decolonisation process where one country gets independence, and everybody else wants it.
We can go on talking about racism and who treated whom badly, but what are you going to do about it? Are you going to wallow in that or are you going to create your own agenda?
Feminism is, I hope, a way to a better future for everyone who inhabits this world. Feminism should not be something that needs a seductive marketing campaign. The idea of women moving through the world as freely as men should sell itself.
Here's where redesign begins in earnest, where we stop trying to be less bad and we start figuring out how to be good.
The arc of history is longer than human vision. It bends. We abolished slavery, we granted universal suffrage. We have done hard things before. And every time it took a terrible fight between people who could not imagine changing the rules, and those who said, 'We already did. We have made the world new.' The hardest part will be to convince yourself of the possibilities, and hang on.
The customs and fashions of men change like leaves on the bough, some of which go and others come.
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