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
Outsiders have the intuitive ability to continually view problems in fresh ways and to identify ineffective practices and traditions.
Interpretation
Outsiders can see issues from new perspectives, helping to challenge outdated ways of thinking.
This quote emphasizes the value of having an outsider's perspective when tackling problems within organizations. Outsiders are often able to critically evaluate existing practices and offer innovative solutions, as they are not bound by the same traditions and biases that may limit those within the organization. Their fresh viewpoint can lead to significant improvements and breakthroughs.
In practice
During a team meeting focused on improving workflow, this quote could encourage team members to consider outside opinions.
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.
Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.
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.
If we're afraid to stand in our own skin with those we work with, then how do we lead those who have no voice at all?
In government, our chief executives have been lawyers. The great majority of our cabinets and congresses are and have been men trained in the law. They have provided the leadership and the statecraft and the store of strength when it was needed.
The worst mistake a leader can make is to mentor no one, choose no successor and leave no legacy.
You're always growing as a coach, and I am not done growing, and hopefully I'm not done winning.
As coaches we talk about two things: offense and defense. There is a third phase we neglect, which is more important. It's conversion from offense to defense and defense to offense.
When I got to the Mavericks people were all giving me advice - change this, change that - and one thing that I didn't do was fire anybody.
Subscribe for the occasional hand-picked quote. No noise.