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A Sense of Urgency (Hardcover)
by John P. Kotter
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leadership, management, innovation, organization development |
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Author: John P. Kotter
Publisher: Harvard Business School Press
Pub. in: September, 2008
ISBN: 1422179710
Pages: 128
Measurements: 8.2 x 5.8 x 1 inches
Origin of product: USA
Order code: BA01480
Other information: 978-1422179710
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- MSL Picks -
One of my long term favourite expressions is "set a pace you can maintain forever but sense of urgency wins". Sense of urgency is very much tied to Time Management. People and companies with a sense of urgency win. Its that simple.
Sense of urgency has been one of my secret tricks over the years. Now, John Kotter has written a very simple, fast, easy to read book on the topic called "A Sense of Urgency" that not only explains why we need a sense of urgency but explains strategy and tactics on how to develop it and make it real.
Kotter especially speaks of the need for urgency in times of change.
He also speaks of the dangers of false urgency - how to identify it and deal with it. All appearances of high activity and action are not neccessarily true or positive urgency.
Some text from the book (greatly summarized):
Crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
1. If a sense of urgency is not high enough, everything else becomes so much more difficult.
2. Success easily produces complacency.
3. The opposite of urgency is not only complacency. Itâ(tm)s also a false or misguided sense of urgency that is as prevalent today as complacency itself and even more insidious.
4. Mistaking what you might call false urgency from real urgency is a huge problem today. People constantly see the frenzied action, assume that it represents true urgency.
5. It most certainly is possible to recognize false urgency and complacency and transform each into a true sense of urgency. There is a strategy.
6. Urgency is becoming increasingly important because change is shifting from episodic to continuous.
Put simply a strong sense of urgency is moving from an essential element in big change programs to an essential asset in general.
The number one problem they have is all about creating a sense of urgency - and that's the first step in a series of actions needed to succeed in a changing world.
False urgency is a condition that is very different from complacency. While complacency embraces the status quo, false urgency can be filled with new activities. While complacency often has a sort of sleepy quality, false urgency is filled with energy. False urgency is built on a platform of anxiety and anger.
Anxiety and anger drive behavior that can be highly energetic - which is why people mistake false for true urgency. But the energy from anger and anxiety can easily create activity, not productivity.
The Strategy
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.
The Tactics (you really have to read to book to understand these)
1. Bring the Outside in
2. Behave with Urgency Every Day
3. Find Opportunity in Crises
4. Deal with the NoNos
Speed will only increase. A sense of urgency will only become more essential.
(From quoting Jim Estill, USA)
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John P. Kotter is Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School, and is widely regarded as the world's foremost authority on leadership and change. His has been the premier voice on how the best organizations actually do change.
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From publisher
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 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.
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