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A Sense of Urgency, by John P. Kotter
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Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.
Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.
In this exciting new book, Kotter explains:
� How to go beyond "the business case" for change to overcome the fear and anger that can suppress urgency
� Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change
� How to keep fanning the flames of urgency even after your transformation effort has scored some early successes
Written in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.
- Sales Rank: #33109 in Books
- Brand: Harvard Business Press
- Published on: 2008-08-05
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x 5.50" w x 1.00" l, .75 pounds
- Binding: Hardcover
- 208 pages
Features
From Publishers Weekly
Author and international business consultant Kotter (Leading Change, Our Iceberg is Melting) returns with an engaging look at companies that need to overcome a lack of urgency-or a surfeit of complacency-with a proactive agenda. Kotter dissects well his seemingly simple premise, using his professional experiences to examine the inner workings of real companies. Kotter defines his terms with clear language and bullet lists, convincingly asserting that urgency "is not driven by a belief that... everything is a mess but, instead, that the world contains great opportunities and great hazards"; it is, in fact, "a compulsive determination to move, and win, now." Among suggested tactics: bring the outside world into overly insular work teams; make your deeds consistent with your words; view crises as potential opportunities; and disseminate data that "feels interesting, surprising, or dramatic," as opposed to "information so antiseptic that it flows in and out of short-term memory with great speed." Great examples illustrate real-life frustrations and successes, and a special section on dealing with the nay-sayers is full of practical ploys to overcome dissent and kill complacency.
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From Booklist
*Starred Review* Change�can strike fear in the hearts and minds of�businesspeople, whether frontline employee or C-suite executive.�Harvard Business School professor�Kotter is�the master of change, hammering home his eight principles�straightforwardly (Leading Change, 1996) and via fable (Our Iceberg Is Melting, 2006). Now Kotter identifies the single biggest factor to�successful change, which also happens to be his number-one principle: creating�a true sense of urgency. In a way that will resonate with those charged with carrying out new corporate strategies or implementing transformation, he details one streamlined strategy—appeal to the head and the heart—with four supporting tactics:�bring the outside reality in,�behave with true urgency every day,�selectively look for upside possibilities in crises, and�effectively confront what he calls the no-no’s. Stories accompany all; unfortunately, a number are repeats from The Heart of Change (2002) and stripped of detail for confidentiality. Charts and chapter summaries help connect theory to the practical question: How do we move people to act? An easy, quick read that provides�good elucidation of what makes change work. --Barbara Jacobs
Review
But now a distinguished author says that what so many of us really lack is a sense of urgency. Is this guy for real? He is. John Kotter, emeritus professor at Harvard Business School, has a clear and simple message...This succinct book has a gentle, unhurried tone, but its message is insistent, relentless and urgent. --The Financial Times, September 24, 2008
Instilling urgency in employees is critical to getting organizations to switch directions--it's just that arguing the business case using facts alone won't create that urgency, says Kotter. Rather, you have to tug at people's heartstrings. Instead of showing them your case on PowerPoint, for instance, tell a story. That's one of many on-target suggestions on how to make people truly want change in the latest from this author of several books about leadership. --Entrepreneur.com, September 2008
Kotter's new book, A Sense of Urgency, is excellent. It is stimulating, a thoughtful extension of his work, filled with actionable and practical tools for creating the kind of productive urgency that contributes to successful change. --Fast Company, September 11, 2008
Most helpful customer reviews
26 of 27 people found the following review helpful.
Are You Creating a Real Sense of Urgency in Your Ministry Setting?
By George Bullard
John Kotter is author of the now classic business book, Leading Change, published in 1996 and still a bestseller. In that previous book he suggested eight steps in leading change. The first of these was to develop a sense of urgency.
As a follow-up Kotter has written A Sense of Urgency. In this 2008 book he clearly makes his point in the six page preface and the first three chapters that take up 61 of the 196 total pages of primary text. That is all you need to read to benefit from his VIP's [short for very important points].
Here are some of the VIP's:
*The single biggest error people make when they try to craft change is they do not "create a high enough sense of urgency among enough people to set the stage for making a challenging leap into some new direction." [viii]
*Our biggest challenge is complacency. "We underestimate its power and its prevalence." [4]
*Our second biggest challenge is a false sense of urgency. "A false sense of urgency is pervasive and insidious because people mistake activity for productivity." [9]
*To increase a true sense of urgency, "create action that is exceptionally alert, externally oriented, relentlessly aimed at winning, making some progress each and every day, and constantly purging low value-added activities--all by always focusing on the heart and not just the mind. [60]
To create a real sense of urgency I entreat you to go forward and do likewise. What is your first step to create a real sense of urgency in your congregation or other ministry setting?
[...]
0 of 0 people found the following review helpful.
A must read for leaders at all levels
By Stephen Wolff
I believe this book challenges you to reevaluate how you drive your team. You may do many things right this helps you think through the urgency in your organization.
0 of 0 people found the following review helpful.
Love the value.
By B. Jones
Book came in great condition and was at an amazing price. Can't beat this.
See all 115 customer reviews...
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