Top 70 John P. Kotter Quotes (2024 Update)

1. “The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.”

— John P. Kotter

2. “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 P. Kotter

3. “Leadership is about coping with change.”

— John P. Kotter

4. “The heart of change is in the emotions.”

— John P. Kotter

5. “We see, we feel, we change.”

— John P. Kotter

6. “Leaders establish the vision for the future and set the strategy for getting there.”

— John P. Kotter

7. “In the final analysis, change sticks when it becomes the way we do things around here.”

— John P. Kotter

8. “Never underestimate the power of a good story.”

— John P. Kotter

9. “Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.”

— John P. Kotter

10. “Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.”

— John P. Kotter

11. “In a change effort, culture comes last, not first.”

— John P. Kotter

12. “People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.”

— John P. Kotter

13. “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 P. Kotter

14. “Without credible communication, and a lot of it, the hearts and minds of others are never captured.”

— John P. Kotter

15. “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 P. Kotter

16. “Most people don’t lead their own lives – they accept their lives.”

— John P. Kotter

17. “Complacency is almost always the product of success or perceived success.”

— John P. Kotter

18. “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 P. Kotter

19. “We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership.”

— John P. Kotter

20. “Leadership produces change. That is its primary function.”

— John P. Kotter

21. “Producing major change in an organization is not just about signing up one charismatic leader. You need a group – a team – to be able to drive the change. One person, even a terrific charismatic leader, is never strong enough to make all this happen.”

— John P. Kotter

22. “Good communication does not mean that you have to speak in perfectly formed sentences and paragraphs. It isn’t about slickness. Simple and clear go a long way.”

— John P. Kotter

23. “We learn best – and change – from hearing stories that strike a chord within us.”

— John P. Kotter

24. “Never underestimate the magnitude of the power of the forces that reinforce the status quo.”

— John P. Kotter

25. “Motivation is not a thinking word; it’s a feeling word.”

— John P. Kotter

26. “Good communication is not just data transfer. You need to show people something that addresses their anxieties, that accepts their anger, that is credible in a very gut-level sense, and that evokes faith in the vision.”

— John P. Kotter

27. “Without conviction that you can make change happen, you will not act, even if you see the vision. Your feelings will hold you back.”

— John P. Kotter

28. “A culture truly changes only when a new way of operating has been shown to succeed over some minimum period of time.”

— John P. Kotter

29. “We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.”

— John P. Kotter

30. “Nothing undermines change more than behavior by important individuals that is inconsistent with the verbal communication.”

— John P. Kotter

31. “In an ever changing world, you never learn it all, even if you keep growing into your 90s.”

— John P. Kotter

32. “One of the most powerful forms of information is feedback on our own actions.”

— John P. Kotter

33. “Tradition is a very powerful force.”

— John P. Kotter

34. “A guiding coalition made up only of managers – even superb managers who are wonderful people – will cause major change efforts to fail.”

— John P. Kotter

35. “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.”

— John P. Kotter

36. “Leadership is different from management, but not for the reasons most people think.”

— John P. Kotter

37. “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 P. Kotter

38. “Without short-term wins, too many employees give up or actively join the resistance. Creating.”

— John P. Kotter

39. “A leader needs enough understanding to fashion an intelligent strategy.”

— John P. Kotter

40. “Empower Others to Act. Remove as many barriers as possible so that those who want to make the vision a reality can do so. Encourage others to remove barriers and make true innovation happen.”

— John P. Kotter

41. “Management makes a system work. It helps you do what you know how to do. Leadership builds systems or transforms old ones.”

— John P. Kotter

42. “Managers are trained to make incremental, programmatic improvements. They aren’t trained to lead large-scale change.”

— John P. Kotter

43. “No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.”

— John P. Kotter

44. “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 P. Kotter

45. “A useful rule of thumb: Whenever you cannot describe the vision driving a change initiative in five minutes or less and get a reaction that signifies both understanding and interest, you are in for trouble. Error.”

— John P. Kotter

46. “Never underestimate the power of clever people to help others see the possibilities, to help them generate a feeling of faith, and to change behavior.”

— John P. Kotter

47. “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.”

— John P. Kotter

48. “Great vision communication usually means heartfelt messages are coming from real human beings.”

— John P. Kotter

49. “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 P. Kotter

50. “Human beings are sometimes slaves to the ugly and weak sides of human nature,” he told employees. “However, if you set high goals for yourselves and every day continue to reflect on them, step by step you will be more focused and make yourself a better human being, becoming a happier person for it.”

— John P. Kotter