Book Summary For:
Leading Change
An Action Plan from the World's
Foremost Expert on Business Leadership
By John P. Kotter
Key Points
Generally, eight key errors lead to strategic change initiatives failure.
The most integral error is failure to generate an internal sense of
urgency to justify the change. Others include inadequate vision,
m
miscommunication and time mismanagement..
er as
Transformation needs many high-level devotees to work together.
co
eH w
Make all efforts to over communicate your vision to your workforces.
o.
If someone tries to obstruct your program - passively or actively - you
rs e
ou urc
must react. Ignoring the staller question your commitment.
Transformations reveal in a long period. Proclaiming success too
early is a huge mistake because it devalues and dismisses the
o
aC s
organization’s sense of urgency.
vi y re
To motivate others, create a few definite, "short-term wins" they can
revel.
Until your change initiative is accepted culturally as "how we do
ed d
ar stu
things here," it is supposed to being rolled back or deactivated.
Managers are trained to think in a linear way. Transformational
change needs leadership moving on multiple façades simultaneously.
is
In the future, companies will function among a "persistent sense of
Th
urgency."
Relevance
sh
In this Abstract, you will learn:
1) Why leaders, not managers, should administer initiatives for
transformational change;
This study source was downloaded by 100000828872084 from CourseHero.com on 08-31-2021 20:24:32 GMT -05:00
https://www.coursehero.com/file/30435347/Leading-Change-by-John-Kotter-summarydocx/
, 2) What eight mistakes people make when trying to bring change in their
companies;
3) How to manage the eight stages of the transformation process;
4) What characteristics will change the leaders and organizations of the
future.
Suggestion
The picture on the cover of John P. Kotter’s book explains it all: a group of
penguins are shuffling their feet anxiously on an icy cliff, while one brave
bird jumps in the water below. The question is, which penguin are you? In
too many organizations, executives are cautious from the crag, while
someone lower down in the striking order dives in to test the landing
m
er as
conditions. Kotter mentioned the difference between a manager and a
co
eH w
leader. A manager, he clarifies, is trained to think in a linear, one-two-three,
o.
risk-free way. Transformational change, however, can only be achieved
rs e
when true leaders move forward on several facades at once - eight of them
ou urc
to be precise. Every successful change initiative begins with an alliance of
leaders who generate a sense of urgency. Kotter’s book stems from a 1995
o
Harvard Business Review article titled, "Leading Change: Why
aC s
vi y re
Transformation Efforts Fail." It will perhaps sound forcefully acquainted to
managers who have watched change initiatives begin in the front courtyard
with a marching band and vanish a few months later, move out the back
ed d
door like a customer who can’t pay the bill. If you want to know why your
ar stu
last change initiative failed, We say read this book. Better yet, study it to
make sure that your next leap of faith is a flying victory.
is
Book Abstract
Th
"The Change Problem"
Some of the many change initiatives that corporate America has
sh
commenced are Total quality management, Six Sigma, re-engineering,
scorecards, downsizing, outsourcing, restrategizing and "cultural renewal”.
Some companies profited from these systems. Others experienced
massive fiascos. Eight errors constantly lead to failed initiatives. They are:
This study source was downloaded by 100000828872084 from CourseHero.com on 08-31-2021 20:24:32 GMT -05:00
https://www.coursehero.com/file/30435347/Leading-Change-by-John-Kotter-summarydocx/
Leading Change
An Action Plan from the World's
Foremost Expert on Business Leadership
By John P. Kotter
Key Points
Generally, eight key errors lead to strategic change initiatives failure.
The most integral error is failure to generate an internal sense of
urgency to justify the change. Others include inadequate vision,
m
miscommunication and time mismanagement..
er as
Transformation needs many high-level devotees to work together.
co
eH w
Make all efforts to over communicate your vision to your workforces.
o.
If someone tries to obstruct your program - passively or actively - you
rs e
ou urc
must react. Ignoring the staller question your commitment.
Transformations reveal in a long period. Proclaiming success too
early is a huge mistake because it devalues and dismisses the
o
aC s
organization’s sense of urgency.
vi y re
To motivate others, create a few definite, "short-term wins" they can
revel.
Until your change initiative is accepted culturally as "how we do
ed d
ar stu
things here," it is supposed to being rolled back or deactivated.
Managers are trained to think in a linear way. Transformational
change needs leadership moving on multiple façades simultaneously.
is
In the future, companies will function among a "persistent sense of
Th
urgency."
Relevance
sh
In this Abstract, you will learn:
1) Why leaders, not managers, should administer initiatives for
transformational change;
This study source was downloaded by 100000828872084 from CourseHero.com on 08-31-2021 20:24:32 GMT -05:00
https://www.coursehero.com/file/30435347/Leading-Change-by-John-Kotter-summarydocx/
, 2) What eight mistakes people make when trying to bring change in their
companies;
3) How to manage the eight stages of the transformation process;
4) What characteristics will change the leaders and organizations of the
future.
Suggestion
The picture on the cover of John P. Kotter’s book explains it all: a group of
penguins are shuffling their feet anxiously on an icy cliff, while one brave
bird jumps in the water below. The question is, which penguin are you? In
too many organizations, executives are cautious from the crag, while
someone lower down in the striking order dives in to test the landing
m
er as
conditions. Kotter mentioned the difference between a manager and a
co
eH w
leader. A manager, he clarifies, is trained to think in a linear, one-two-three,
o.
risk-free way. Transformational change, however, can only be achieved
rs e
when true leaders move forward on several facades at once - eight of them
ou urc
to be precise. Every successful change initiative begins with an alliance of
leaders who generate a sense of urgency. Kotter’s book stems from a 1995
o
Harvard Business Review article titled, "Leading Change: Why
aC s
vi y re
Transformation Efforts Fail." It will perhaps sound forcefully acquainted to
managers who have watched change initiatives begin in the front courtyard
with a marching band and vanish a few months later, move out the back
ed d
door like a customer who can’t pay the bill. If you want to know why your
ar stu
last change initiative failed, We say read this book. Better yet, study it to
make sure that your next leap of faith is a flying victory.
is
Book Abstract
Th
"The Change Problem"
Some of the many change initiatives that corporate America has
sh
commenced are Total quality management, Six Sigma, re-engineering,
scorecards, downsizing, outsourcing, restrategizing and "cultural renewal”.
Some companies profited from these systems. Others experienced
massive fiascos. Eight errors constantly lead to failed initiatives. They are:
This study source was downloaded by 100000828872084 from CourseHero.com on 08-31-2021 20:24:32 GMT -05:00
https://www.coursehero.com/file/30435347/Leading-Change-by-John-Kotter-summarydocx/
