Over the years I have become convinced that we learn best - and change - from hearing stories that strike a chord within us.
Urgency is unbelievably important when you're talking about, not little changes, but big changes.
We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.
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.
Congress is full of people who get reelected and reelected. How can you have urgency when there are all of those safe seats?
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.
