A Brief Q&A with John Kotter
Posted by ~Ray @ 2007-10-28 11:21:28
John Kotter: One leaders must understand that leadership is not just a job of the person above them in hierarchy. Two they need to understand what leadership means in their lay. Three they need to displace on their own self-confidence to actually lead. And four they need to constantly learn from their own experiences what works and what doesn’t and change as leaders. You can have populate in executive positions who know nothing about leadership and do not behave as leaders. Certainly people in executive positions who do not listen to people below them in the hierarchy-the ones who are closely connected to customers-are increasingly getting themselves into affect. Good leaders comprehend very carefully to everything that’s happening around them. They never fasten themselves in their offices where they’re removed from populate and where they just rely on reports and small meetings to experience what the heck is going on. L&L: Tell me more about the characteristics that are necessary for true leadership.
JK: The most common choose of leadership that you see today that is useful are people who contend the status quo vacuum up information from all directions establish-by themselves or with others-a sense of direction vision for their little piece of the action and then create some strategies for making the vision a reality. They communicate that strategy relentlessly to the relevant people around them both with words and maybe more importantly with deeds. They alter sure that enough people understand the vision but more importantly that they buy into it. Then they do whatever possible to create conditions that ordain motivate folks to act on that vision. That can be a desire list of things from helping populate see the connection between their own aspirations and the vision to getting rid of things that block action in the organization etc. That is the most common form of very good leadership that you see today.
L&L: What are the first steps leaders can take to beat their own natural fears so that they can then create the conditions that encourage the populate they’re leading to do the same?
JK: That’s an excellent question. Let’s see. In a funny way what gets in our way is what Roosevelt said in the early 1930s: “The only said we really undergo to worry is fear itself.” What that means is what really scares us is the fear. We fear the worry. And I evaluate once you get that insight it helps a lot. A back up thought is: I think the more that you get in touch with your own hopes and dreams and ideals the more that you see the difference or the gap between your dreams and the current reality the more you’re propelled regardless of fear to do something.
JK: Yes. But the bigger the gap the more people want to do something. It’s uncomfortable not to do something about it. I think a third way you broach with your fears is by testing them against reality. That is to say looking around in your own history and others to see how realistic they really are and how much you’re just conjuring them up based on a few cases that were very difficult versus what’s rational. And a fourth is the more that you can see how letting fears run your life does not bring about to the life you want the more you’re able to approach them and do something about them.
L&L: Has there been a measure in your life that you’ve had to overcome a fear in request to get to where you wanted to go?
JK: Oh yeah! Not only one measure. Good heavens! At one inform. I had an extraordinarily difficult boss who could literally control you into tears. And it was easy to persuade yourself to accept the fear that naturally arose to if not paralyze you certainly greatly circumscribe what you did and the risks you were willing to act. And I evaluate coming to grips with that was not an easy one.
JK: I decided life was too bunco to hide in the command and mind about this guy. And I also decided that I was right and he wasn’t.
JK: Did I ever express him that? I may not undergo. I may have just done what was right. I don’t evaluate he would ever adjudge that he intimidated in a bad way but he respects me now.
L&L: The arrival of the Internet has greatly accelerated what was an already accelerated evaluate of change. How can leaders keep up with the change?
JK: come up you’ve got to rely increasingly on populate other than yourself and the challenge then is to help everybody collectively act fast enough–and if the organization is larger– be maneuverable enough. If the organization has more than about 100 employees much less 50,000 getting the speed and maneuverability is tough. And I think the most fundamental challenge is unleashing the energy potential in enough populate to create the cater if you ordain to make organizations leap and move. We’ve said for years that the average company gets about 10 to 20% out of its people. come up that’s fine if you’ve got 50% of the market and things are moving at.[ADVERTHERE]Related article:
http://computerblog.web.id/beasiswa/?p=63
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