John P. Kotter Quotes About Feelings

Quotes about: Feelings

• Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do but by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over one's life, and the ability to live up to one's ideals. Such feelings touch us deeply and elicit a powerful response.

  John P. Kotter

  Leadership, Motivation, Powerful

  John P. Kotter (1999). “John P. Kotter on what Leaders Really Do”, p.60, Harvard Business Press

• Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings.

  John P. Kotter

  People, Giving, Feelings

  John P. Kotter, Dan Cohen (2013). “The Heart of Change: Real-Life Stories of How People Change Their Organizations”, p.14, Harvard Business Press

• Without conviction that you can make change happen, you will not act, even if you see the vision. Your feelings will hold you back.

  John P. Kotter

  Feelings, Vision, Conviction

  John P. Kotter, Dan Cohen (2015). “Successful Organizational Change: The Kotter-Cohen Collection (2 Books)”, p.114, Harvard Business Review Press

• 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

  Organization, Leader, Feelings

• Motivation is not a thinking word; it's a feeling word.

  John P. Kotter

  Motivation, Thinking, Feelings

  John P. Kotter, Dan Cohen (2015). “Successful Organizational Change: The Kotter-Cohen Collection (2 Books)”, p.12, Harvard Business Review Press

• People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.

  John P. Kotter

  Thinking, People, Feelings

  John P. Kotter, Dan Cohen (2013). “The Heart of Change: Real-Life Stories of How People Change Their Organizations”, p.14, Harvard Business Press

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