Great Leadership By Dan

JANUARY 10, 2012

Here's another exclusive guest post from John Kotter. As a leader, you must do everything in their power to identify it and root it out. But destabilizing experiences, if navigated carefully and harnessed effectively, can be powerful drivers of change. These people, especially if powerful, can be dangerous.

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Kotter Succession Committee Learning-by-Doing 245

Leading Blog

FEBRUARY 7, 2011

Growth happens when we stop repeating our habitual patterns and behaviors and begin to see things in a new way and in the process, discover the power to create the results we want. That makes Consider: Harnessing the Power of Reflective Thinking in Your Organization , one of the most important books you’ll read this year.

Forrester 266

Forrester Organization Power Senge 266

Coaching Tip

MAY 14, 2014

We are in the midst of a storm that has been increasing in intensity for decades, driven by advancing technology and global integration. Kotter provides a powerful new "dual operating system" framework for competing and winning in a world of constant turbulence and disruption. No company is immune. Source: John P.

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Kotter Agility Leadership Self-aware 91

Strategy Driven

NOVEMBER 7, 2011

This idea is supported by Harvard Business School Professor John Kotter, authority on leadership and change, who finds that in order to succeed, 75% of the company’s management, needs to ‘buy into’ the change. When we rely on other people to motivate us, we are putting the power into their hands.

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Strategy Kotter RASCI Motivation 70

Tanveer Naseer

MARCH 17, 2015

In “ The Heart of Change ”, John Kotter and Dan Cohen discuss a study they conducted with Deloitte Consulting about the nature of change. Using other people’s backstory as a frame for your message can be a powerful way to unlock hearts quickly and move them to action. In a business setting, a logical argument is expected, of course.

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Storytelling Kotter Influence Teamwork 100

Harvard Business Review

JULY 1, 2016

It’s exactly the kind of stress you want, because it counteracts the powerful inertia of habit. This magic zone is what John Kotter referred to as the “Productive Range of Distress.” Those out-of-date behaviors produce subpar results and the growing gap in performance creates tension.

Team 12

Team Stress How To Automotive 12