John P. Kotter

We worry about appearing awkward in a presentation. But up to a point, most people seem to feel more comfortable with less-than-perfect speaking abilities. It makes the speaker more human - and more vulnerable, meaning he is less likely to attack our decisions or beliefs.

At any one time the world has a very limited number of Steve Jobs or Winston Churchills or Thomas Watson the firsts. These are wonderful people and we can learn much from them, but praying for a few more of them to solve the world's problems is not a great idea.

Low lights signal to our senses that the workday may be over and it's time for sleep, making it hard for an audience to pay careful attention. When we stand behind a big wooden podium, it can feel as if there's a shield between us and the audience.

All organizations start with a structure that looks like a dynamic solar system. They can be very fast, agile. They attract people who play around with crazy ideas.

Globalization is going to bring us closer and closer together across nations and technology you can't stop.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to my mind. Number one, of course, is role-modeling it yourself. Number two is, when people take intelligent, smart risks and yet it doesn't work out, not shooting them. And number three, being honest with yourself.

The dry academic tomes I wrote very early in my career were earnest reflections of the research I conducted, the analysis I applied and the conclusions I drew. And they had few readers, mostly other academics. I learned along the way and started including more and more stories in my work.

If people think the boss is manipulating them to get them to work harder, it backfires.