➩ [Ebook] ➤ A Sense of Urgency By John P. Kotter ➵ – Horse-zine.co.uk

10 thoughts on “A Sense of Urgency

  1. says:

    A Sense of Urgency is my fourth and final recommendation for best business book of 2008 The other three were as follows What Got You Here Won t Get You ThereNever Eat AloneLaunching a Leadership Revolution Best Business Book of 2008 One of the author s earlier efforts was the fable Our Iceberg is Melting A Sense of Urgency provides substance to this fable.Creating a sense of urgency is the first of eight steps that leaders in any organization need to master in order to improve business operations John Kotter provides a masterful game plan.True urgency focuses on critical issues and is driven by a deep determination to win A false sense of urgency, prevalent in many workplaces, is characterized by people mistaking activity for productivity This is a timely distinction given the current economic climate.The author describes a strategy and four sets of tactics for increasing a true sense of urgency The strategy can best be summarized as a constant purging low value added activities Kotter then proceeds to outline four tactics that business leaders can use to help ensure that urgency is routinely introduced and maintained in the workplace.The natural order of the workplace is urgency leads to success which leads to complacency which kills a sense of urgency If your organization is not constantly purging low value added activities during the current economic downturn, then perhaps A Sense of Urgency is in order.

  2. says:

    simple steps, good stories to illustrate the lessons tactic 2 behave with urgency everyday was the one I responded to most

  3. says:

    A SENSE OF URGENCY BY JOHN KOTTER SUMMARYTrue urgency focuses on critical issues It is driven by the deep determination to win, not anxiety about losing Many people confuse it with false urgency This misguided sense of urgency does have energized action, but it has a frantic aspect to it with people driven by anxiety and fear This dysfunctional orientation prevents people from exploiting opportunities and addressing real issues.A big reason that a true sense of urgency is rare is that it s not a natural state of affairs It has to be created and recreated In organizations that have survived for a significant period of time, complacency is likely the norm Even in organizations that are clearly experiencing serious problems, devastating problems, business as usual can survive.HOW TO RECOGNIZE EPISODIC AND CONTINUOUS CHANGEEpisodic change requires urgency in spurts The urgency must be there to sustain the sprint Episodic change revolves around a single big issue such as Major restructuring New product launch Acquisition IT integration Growing revenueContinuous change is a ceaseless flow of change It s a marathon Becoming adept at change must be an asset of the company to succeed for the long term.HOW TO RECOGNIZE URGENT BEHAVIORUrgent behavior is not driven by a belief that all is well, or that everything is a mess but instead, that the world contains great opportunities and great hazards Even so, urgent action is not created by feelings of contentment, anxiety, frustration, or anger, but by a gut level determination to move and win, now These feelings quite naturally lead to behavior in which people are alert and proactive, in which they constantly scan the environment around them, both inside and outside their organizations, looking for information relevant to success and survival With complacency or false urgency, people look inward, not out, and they miss what is essential for prosperity.With a real sense of urgency, when people see an opportunity or a problem of significance to their organization, and others don t, they quite naturally search for effective ways to get the information to the right individual right away not when they are next scheduled to meet with him or her next month With a true sense of urgency, people want to come to work each day ready to cooperate energetically and responsively with intelligent initiatives from others And they do People want to find ways to launch smart initiatives And they do.A real sense of urgency is a highly positive and highly focused force Because it naturally directs you to be truly alert to what s really happening, it rarely leads to a race to deal with the trivial, to pursue pet projects of minor significance to the larger organization, or to tackle important issues in uninformed, potentially dangerous ways A want to attitude A gut level determination to move, and win, now People are alert and proactive, constantly looking for information relevant to success and survival When faced with a problem, people search for effective ways to get the information to the right individual, now People come to work each day ready to cooperate energeticallyTrue urgency is not the product of historical successes or current failures but the result of people who provide the leadership needed to create it A real sense of urgency is rare, much rarer than most people seem to think, yet it is invaluable in a world that will not stand still HOW TO RECOGNIZE COMPLACENCYComplacency almost always comes from success, and lives long after that success has disappeared While a sluggishness or arrogance may be clearly apparent to an outsider, complacent insiders don t have that perspective While they may admit there are challenges, they ll tell you the problems are over there in that other person s department Complacency is a feeling of self satisfaction Content with the status quo, organizations and individuals that are complacent do not look for new opportunities or hazards on the horizon, instead they are almost always internally focused They rarely initiate or lead, working at a constant speed even when circumstances call for fast action We have all seen it, yet we underestimate its prevalence and its power Highly destructive complacency is, in fact, all around us Are discussions inward focused and not about markets, emerging technology, competitors, etc Is candor lacking in confronting bureaucracy and politics that are slowing things down Do people regularly blame others for problems instead of taking responsibility Are failures of the past discussed not to learn, but to stall new initiatives Are assignments around critical issues regularly not completed on time or with sufficient quality Do cynical jokes undermine important discussions Are highly selective facts used to shoot down data that suggests there is a big hazard or opportunity Do meetings on key issues end with no decisions about what must happen immediately except the scheduling of the next meeting Are critical issues delegated without the involvement of key people Does passive aggression exist around big issues Do people say, we must act now , but then don t act HOW TO RECOGNIZE FALSE URGENCYFar too often, managers are satisfied when they see lots of energetic activity people running from meeting to meeting, preparing endless presentations, meetings with agendas containing long lists of activities More often than not, this flurry of behavior is driven by pressures that create anxiety The resulting frantic activity is distracting than useful This is a false sense of urgency It can be even destructive than complacency because it drains precious energy spent in circular activity energy that should be directed toward productivity.Since people often mistake this running around for a real sense of urgency, many times they actually try to create it The frustrated boss screams, Execute His employees scramble sprinting, meeting, task forcing, e mailing all of which creates a howling wind of activity But that s all it is, a howling wind or, worse yet, a tornado that destroys much and builds nothing Do people have trouble scheduling meetings on important initiatives Because they are too busy Are critical issues delegated without the involvement of key people Do people spend long hours developing power points on almost anything Do people regularly blame others for problems instead of taking responsibility Are failures of the past discussed not to learn, but to stall new initiatives Are assignments around critical issues regularly not completed on time or with sufficient quality Are highly selective facts used to shoot down data that suggests there is a big hazard or opportunity Do meetings on key issues end with no decisions about what must happen immediately except the scheduling of the next meeting Does passive aggression exist around big issues Do people say, we must act now, but then don t act Do cynical jokes undermine important discussions Do people run from meeting to meeting exhausting themselves and rarely focusing on the most critical hazards or opportunities

  4. says:

    I appreciate that the writing in this book was organized and clear, it made for an easier time to flip back and forth between higher level structure and immersed in the later chapters detailing significance of the tactic described It was a pretty straightforward read.I liked the advice to the reader about not getting confused with similar looking behaviors, as true sense of urgency should provide relief rather than anxiety if proper actions are taken to resolve matters I also like the multiple example described on reiterating the point to not become someone resting on laurels, that culture and holistic awareness and self awareness is something to cultivate regularly After finishing this book I feel inspired to peruse other books by this author Perhaps there s a book on another principle that the author pointed out to be critical and goes hand and hand with a sense of urgency communication.

  5. says:

    Very long winded way of emphasizing the importance of having a sense of urgency, and the repercussions of not having a sense of urgency Seems like a bunch of common sense pardon the pun , or a duh, when it comes to the examples presented in the book Not sure I could have read this cover to cover, so thankful this was an audio book.

  6. says:

    Fluffy Probably would have been better as a HBR article or two Leading Change felt like it had substantial content In A Sense of Urgency, Kotter does clarify that the opposite of a sense of true urgency is not always complacency Sometimes, organizations are beset by false urgency, which manifests as frenetic activity without producing any real movement True urgency means always asking, What can be done right now to move the work forward This does not always mean that every action will happen immediately some things have to take time, but urgent patience means taking whatever first step can be taken today or this week to move toward the long term goal For fostering a sense of urgency, Kotter recommends modeling e.g., ending meetings by telling others what you will do in the next seven days to move the work forward and asking them what they will do and communicating both successes and threats in the context of a call to action i.e., Let s celebrate this win we just had, but remember that we haven t made it over the mountain yet and This challenge seems daunting, but if we pull together, we can overcome.

  7. says:

    It s a compact book with an important message for businesses complacency kills growth, frantic actions can be devastating, but a sustained sense of urgency is critical in spurring long term growth It all makes sense, and Kotter supplies a lot of testimonials from anonymous businesses to support this argument However, it felt like this book was made to be digestible for hurried types urgent people, I suspect There s enough to get a foothold in the concepts, like how complacency is natural after periods of success, and how thwarting a NoNo an adversary of change is complicated than just trying to work around them And yet, I felt myself wanting .First of all, his central argument is simply to have a sense of urgency for urgency s sake because it s vital to growth If you work for a company you want to see succeed, it s critical that you find this urgency He even talks about how to project manage for it, to invite in risks and get people involved from every level of the company.But for many, I think it s difficult to internalize that desire Some people will act with urgency because they know their company and colleagues depend on it People are inherently resistant to change Skeptical I think he could have tied it to why change in and of itself is important The world is always changing the economy changes from day to day, we as humans change as we grow and start families, get jobs, retire, and ultimately die Cultures change Politics change History affects change And if a business is going to be a significant cog to its customers and their environment, sitting still isn t just bad for your bottom line It s an act of moving in reverse There was space to make this case better, and maybe personal.But his ideas were enough to get me to identify things I never thought about before, like the harms of complacency, and the difference between urgency and misguided actions even when he digs into how a crisis can be flipped into a source of motivation I view my workplace a little different now, and that s than enough to have an impact But like personal self help books, such as THE SECRET or MAKE YOUR BED, this book is about igniting ideas to spark change in your life than it is about giving you a well plotted map It s intention is to get you to write your own map, and for people like me, that becomes of a suggestion when what we really want is a prescription Good read though Quick, smart, and applicable literally to any business or even nonprofit or government entities, really.

  8. says:

    I read this business book with an education lens, and it fit perfectly Professor Kotter outlines a very succinct case for why and how we need to be urgent for the most pressing issues effecting us I m a teacher, so I read this and substituted many words of business like corporation with district , and customers with students families , and the ideas he calls them tactics are no less powerful If you re curious about how to be effective to truly work smarter, not harder , and if you re willing to spend about a week racing through this less than 200 page reference book, I d argue your business corporation school district school classroom will be better off for it.

  9. says:

    Buenas ideas, todas muy pr cticas, el asunto de la autocomplacencia es muy bien abordado, desde distintos ejemplos y con suficiente variedad Con respecto a la urgencia , en mi opini n, no me parece sostenible, el status quo se dar naturalmente y tratar de evitarlo por completo repercutir duramente en la salud del personal y de la organizaci n.Kotter es un autor reconocido, en el caso de este libro su aproximaci n es dirigida hacia los practitioners.

  10. says:

    This book could easily be pared down to a 10 page article I m assuming it started life as an article anyway And it tends to say the same thing over and over in different, increasingly emphatic corporo speak ways It gets real alpha at times And yet, despite my peeves with it, it s still a solid, easy to read book with some ideas and suggestions worth serious consideration I m glad I read it.

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A Sense of Urgency summary pdf A Sense of Urgency, summary chapter 2 A Sense of Urgency, sparknotes A Sense of Urgency, A Sense of Urgency fbd8feb 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 WorldwideNow, 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 ChangeWhy Focus On Urgency Without It, Any Change Effort Is Doomed Kotter Reveals The Insidious Nature Of Complacency In All Its Forms And GuisesIn 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 SuccessesWritten 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

  • Hardcover
  • 208 pages
  • A Sense of Urgency
  • John P. Kotter
  • English
  • 14 February 2019
  • 9781422179710

About the Author: John P. Kotter

John P Kotter, world renowned expert on leadership, is the author of many books, including Leading Change, Our Iceberg is Melting, The Heart of Change, and his latest book, That s Not How We Do It Here He is the Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School, and a graduate of MIT and Harvard He is co founder of Kotter International, a change management an