Top 70 John P. Kotter Quotes (2024 Update)
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John P. Kotter Quote: “Commercial organisations that operate responsibly have benefitted by increased revenues of 682% compared to 166% for those that don’t.”

51. “Commercial organisations that operate responsibly have benefitted by increased revenues of 682% compared to 166% for those that don’t.”

— John P. Kotter

John P. Kotter Quote: “Anyone in a large organization who thinks major change is impossible should probably get out.”

52. “Anyone in a large organization who thinks major change is impossible should probably get out.”

— John P. Kotter

John P. Kotter Quote: “Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.”

53. “Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.”

— John P. Kotter

John P. Kotter Quote: “One of the most common ways to overcome resistance to change is to educate people about it beforehand. Communication of ideas helps people see the need for and the logic of a change. The education process can involve one-on-one discussions, presentations to groups, or memos and reports.”

54. “One of the most common ways to overcome resistance to change is to educate people about it beforehand. Communication of ideas helps people see the need for and the logic of a change. The education process can involve one-on-one discussions, presentations to groups, or memos and reports.”

— John P. Kotter

John P. Kotter Quote: “Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.”

55. “Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.”

— John P. Kotter

John P. Kotter Quote: “We need to become less like an elephant and more like a customer-friendly Tyrannosaurus rex.”

56. “We need to become less like an elephant and more like a customer-friendly Tyrannosaurus rex.”

— John P. Kotter

John P. Kotter Quote: “Major change is often said to be impossible unless the head of the organization is an active supporter.”

57. “Major change is often said to be impossible unless the head of the organization is an active supporter.”

— John P. Kotter

John P. Kotter Quote: “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.”

58. “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. Kotter

John P. Kotter Quote: “People are more inclined to be drawn in if their leader has a compelling vision. Great leaders help people get in touch with their own aspirations and then will help them forge those aspirations into a personal vision.”

59. “People are more inclined to be drawn in if their leader has a compelling vision. Great leaders help people get in touch with their own aspirations and then will help them forge those aspirations into a personal vision.”

— John P. Kotter

John P. Kotter Quote: “If you cannot describe your vision to someone in five minutes and get their interest, you have more work to do in this phase of a transformation process.”

60. “If you cannot describe your vision to someone in five minutes and get their interest, you have more work to do in this phase of a transformation process.”

— John P. Kotter

John P. Kotter Quote: “Whenever smart and well-intentioned people avoid confronting obstacles, they disempower employees and undermine change.”

61. “Whenever smart and well-intentioned people avoid confronting obstacles, they disempower employees and undermine change.”

— John P. Kotter

John P. Kotter Quote: “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.”

62. “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. Kotter

John P. Kotter Quote: “Valued achievements connect to people at a deeper level – and a deeper level can change behavior that is generally very difficult to change.”

63. “Valued achievements connect to people at a deeper level – and a deeper level can change behavior that is generally very difficult to change.”

— John P. Kotter

John P. Kotter Quote: “Bureaucratic cultures can smother those who want to respond to shifting conditions.”

64. “Bureaucratic cultures can smother those who want to respond to shifting conditions.”

— John P. Kotter

John P. Kotter Quote: “Employees in large, older firms often have difficulty getting a transformation process started because of the lack of leadership coupled with arrogance, insularity, and bureaucracy.”

65. “Employees in large, older firms often have difficulty getting a transformation process started because of the lack of leadership coupled with arrogance, insularity, and bureaucracy.”

— John P. Kotter

John P. Kotter Quote: “In a less competitive and slower-moving world, weak committees can help organizations adapt at an acceptable rate. A committee makes recommendations. Key line managers reject most of the ideas. The group offers additional suggestions. The line moves another inch. The committee tries again. When both competition and technological change are limited, this approach can work. But in a faster-moving world, the weak committee always fails.”

66. “In a less competitive and slower-moving world, weak committees can help organizations adapt at an acceptable rate. A committee makes recommendations. Key line managers reject most of the ideas. The group offers additional suggestions. The line moves another inch. The committee tries again. When both competition and technological change are limited, this approach can work. But in a faster-moving world, the weak committee always fails.”

— John P. Kotter

John P. Kotter Quote: “Great leaders motivate large groups of individuals to improve the human condition.”

67. “Great leaders motivate large groups of individuals to improve the human condition.”

— John P. Kotter

John P. Kotter Quote: “I’m impatient. Typically people think they know all about change and don’t need help. Their approach tends to be more management-oriented than leadership-oriented. It’s very frustrating.”

68. “I’m impatient. Typically people think they know all about change and don’t need help. Their approach tends to be more management-oriented than leadership-oriented. It’s very frustrating.”

— John P. Kotter

John P. Kotter Quote: “Tradition dies a hard death. Culture changes with as much difficulty in penguin colonies as in human colonies. But with this colony, culture did change.”

69. “Tradition dies a hard death. Culture changes with as much difficulty in penguin colonies as in human colonies. But with this colony, culture did change.”

— John P. Kotter

John P. Kotter Quote: “Great communicators have an appreciation for positioning. They understand the people they’re trying to reach and what they can and can’t hear. They send their message in through an open door rather than trying to push it through a wall.”

70. “Great communicators have an appreciation for positioning. They understand the people they’re trying to reach and what they can and can’t hear. They send their message in through an open door rather than trying to push it through a wall.”

— John P. Kotter

John P. Kotter Quote: “Outsiders have the intuitive ability to continually view problems in fresh ways and to identify ineffective practices and traditions.”

71. “Outsiders have the intuitive ability to continually view problems in fresh ways and to identify ineffective practices and traditions.”

— John P. Kotter

John P. Kotter Quote: “The typical goal that binds individuals together on guiding change coalitions is a commitment to excellence, a real desire to make their organizations perform to the very highest levels possible. Reengineering, acquisitions, and cultural change efforts often fail because that desire is missing. Instead, one finds people committed to their own departments, divisions, friends, or careers.”

72. “The typical goal that binds individuals together on guiding change coalitions is a commitment to excellence, a real desire to make their organizations perform to the very highest levels possible. Reengineering, acquisitions, and cultural change efforts often fail because that desire is missing. Instead, one finds people committed to their own departments, divisions, friends, or careers.”

— John P. Kotter

John P. Kotter Quote: “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.”

73. “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.”

— John P. Kotter

John P. Kotter Quote: “When people fail to develop the coalition needed to guide change, the most common reason is that down deep they really don’t think a transformation is necessary or they don’t think a strong team is needed to direct the change. Skill at team building is rarely the central problem.”

74. “When people fail to develop the coalition needed to guide change, the most common reason is that down deep they really don’t think a transformation is necessary or they don’t think a strong team is needed to direct the change. Skill at team building is rarely the central problem.”

— John P. Kotter

John P. Kotter Quote: “The steps are: establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering a broad base of people to take action, generating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the culture.”

75. “The steps are: establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering a broad base of people to take action, generating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the culture.”

— John P. Kotter

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