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 P. KotterRead
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.
Interpretation
Great leaders recognize that past successes can lead organizations to become complacent and resistant to change.
In this quote, John P. Kotter emphasizes the importance of awareness in leadership. He points out that while historical success may create a sense of stability and satisfaction within an organization, it can also foster complacency and a reluctance to innovate or adapt. Effective leaders must remain vigilant and encourage a culture that questions the status quo, ensuring that their organization continues to evolve and thrive in a changing environment.
In practice
In a business meeting discussing future strategies.
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.
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.
Power attracts the corruptible. Suspect all who seek it ... We should grant power over our affairs only to those who are reluctant to hold it and then only under conditions that increase that reluctance.
At the end of the day, people will follow you or people will be energised by you if they buy into your vision or purpose. So the most important thing is to be true to yourself. That's why I would say to be a great leader - you, first and foremost, have to be a great human being. And sharing that purpose and sharing the values.
In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
To add value to others, one must first value others.
America is stronger because of President Obama's leadership, and I'm better because of his friendship.
It takes courage for a leader to identify and confront self-imposed barriers, to put in place the personal strategies required to unleash the energy, innovation, and commitment to self-development.
Subscribe for the occasional hand-picked quote. No noise.