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. KotterRead
Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.
Interpretation
Effective leaders must understand and leverage storytelling to succeed.
This quote highlights the importance of storytelling in leadership. John P. Kotter emphasizes that leaders who do not recognize the power of narratives in influencing others and driving engagement may ultimately lead their teams and organizations toward failure, as stories help convey vision, values, and inspire action among followers.
In practice
During a keynote speech at a leadership conference to emphasize the role of storytelling.
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.
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.
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.
There is no doubt that the princess did become a queen---not only on the screen. One of the most loved, one of the most skillful, one of the most intelligent, one of the most sensitive, charming actresses---and friends, in my life---but also in the later stages of her life, the UNICEF ambassador to the children of the world. The generosity, sensitivity, the nobility of her service to the children of the world and the mothers of the world will never be forgotten.
Many CEOs and leaders think that silence is indeed golden, that consensus is bliss. It is - sometimes. But more often what it signifies is that there are no respected processes for surfacing concerns and dissent.
It's time for male leaders to not only ask for binders of qualified women, but to re-write the definition of 'qualified.' The best man for the job, may in fact, be a woman, whose biography is not traditional, but is rich with experiences and skills that are not necessarily learned either in school or on the job.
If you want to make a difference in the lives of the people you lead, you must be willing to walk alongside them, to lift and encourage them, to share moments of understanding with them, and to spend time with them, not just shout down at them from on high.
Leadership is diving for a loose ball, getting the crowd involved, getting other players involved. It's being able to take it as well as dish it out. That's the only way you're going to get respect from the players.
There is no indispensable man.
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