Our Iceberg Is Melting is a simple fable about doing well in an ever-changing world. Based on the award-winning work of Harvard's John Kotter, it is a story that has been used to help thousands of people and organizations. The fable is about a penguin colony in Antarctica. A group of beautiful emperor penguins live as they have for many years. Then one curious bird discovers a potentially devastating problem threatening their home - and pretty much no one listens to him.

Kotter and co-author Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior?

Most company's change initiatives fail. Yours don't have to.

From the bestselling authors who taught the world how to have Crucial Conversations comes the new edition of Crucial Influence (previously published as Influencer). Drawing on cases studies of remarkable leaders and the research of renowned behavioral scientists, this guide explains why people do what they do and how leaders can influence behavior to drive results. It all comes down to a powerful yet simple model—the Six Sources of Influence®.

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed best seller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie.

You believe in a good idea. You know it could make a crucial difference for you, your organization, your community. You present it, hoping for enthusiastic support. Instead, you get confounding questions, inane comments, and verbal bullets. Before you know what’s hit you, your idea is dead, shot down. It doesn’t have to be this way, say John Kotter and Lorne Whitehead. In Buy-In, they reveal how to protect good ideas and win the support needed to deliver valuable results.

Incremental improvement is no longer sufficient in helping organizations navigate the complexity, uncertainty, and volatility of today's world. In Change, authors John P. Kotter, Vanessa Akhtar, and Gaurav Gupta explore how to create non-linear, dramatic change in your organization. You'll discover the emerging science of change that teaches us about how to build organizations - from businesses to governments - that change and adapt rapidly.

Get more of the management ideas you want, from the authors you trust. With insights from leading experts, this book will inspire you to identify areas for personal growth; assess your strengths, work preferences, values, and contributions; build your skill set and stay relevant; develop learning agility; map out a plan for where you'd like your career to go - both short and long term; find fulfillment in your work; and prepare for your next opportunity.

In keeping with the parable style, Patrick Lencioni begins by telling the fable of a woman who, as CEO of a struggling Silicon Valley firm, took control of a dysfunctional executive committee and helped its members succeed as a team. Story time over, Lencioni offers explicit instructions for overcoming the human behavioral tendencies that he says corrupt teams. Succinct yet sympathetic, this guide will be a boon for those struggling with the inherent difficulties of leading a group.

An updated edition of the blockbuster best-selling leadership book that took America and the world by storm, two US Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life.

In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that the Objectives and Key Results system has spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

In The Culture Code, Daniel Coyle goes inside some of the world's most successful organizations - including Pixar, the San Antonio Spurs, and the US Navy's SEAL Team Six - and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation and explains how diverse groups learn to function with a single mind.

Built To Last, the defining management study of the 90s, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

Your organization's culture is the key to its success. Strategic planning is essential. People's competencies should be measured and their weaknesses shored up. People crave feedback. These may sound like basic truths of our work lives today. But actually, they're lies. As Marcus Buckingham and Ashley Goodall show in this provocative, inspiring book, there are some big lies - distortions, faulty assumptions, wrong thinking - running through our organizational lives.

The 4 Disciplines of Execution provides a simple, proven formula for achieving the goals that every individual or organization needs to reach. From Marriott to the U.S. Navy, Covey and his team have worked with more than 200,000 people in hundreds of organizations to improve performance, identifying and honing four secrets of perfect execution: Focus on the Wildly Important; Act on the Lead Measures; Keep a Compelling Scoreboard; and Create a Cadence of Accountability.

John P. Kotters wegweisendes Werk Leading Change zählt heute zu den wichtigsten Managementbüchern überhaupt. Es wurde in zahlreiche Sprachen übersetzt und millionenfach verkauft. Der Druck auf Unternehmen, sich den permanent wandelnden internen und externen Einflüssen zu stellen, wird weiter zunehmen. Dabei gehört ein offener, aber professionell geführter Umgang mit Change-Prozessen zu den Wesensmerkmalen erfolgreicher Unternehmen im 21. Jahrhundert und zu den größten Herausforderungen in der Arbeit von Führungskräften.

Kotter and co-author Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior?

Most company's change initiatives fail. Yours don't have to.

Incremental improvement is no longer sufficient in helping organizations navigate the complexity, uncertainty, and volatility of today's world. In Change, authors John P. Kotter, Vanessa Akhtar, and Gaurav Gupta explore how to create non-linear, dramatic change in your organization. You'll discover the emerging science of change that teaches us about how to build organizations - from businesses to governments - that change and adapt rapidly.

Our Iceberg Is Melting is a simple fable about doing well in an ever-changing world. Based on the award-winning work of Harvard's John Kotter, it is a story that has been used to help thousands of people and organizations. The fable is about a penguin colony in Antarctica. A group of beautiful emperor penguins live as they have for many years. Then one curious bird discovers a potentially devastating problem threatening their home - and pretty much no one listens to him.

In the groundbreaking new book Accelerate (XLR8), leadership, change-management expert, and best-selling author John Kotter provides a fascinating answer - and a powerful new framework for competing and winning in a world of constant turbulence and disruption. Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight accelerators that drive it, and how leaders must create urgency in others through role modeling.

That's Not How We Do It Here! is a business parable about a clan of meerkats who live in the Kalahari. Well-organised and efficient, the colony enjoys many years of successful growth until it suddenly comes under threat from a new form of predator and is forced to rethink its organizational structure. John Kotter uses this charming parable to explore why organizations often struggle no matter their past success and why they fall.

Drawing on 30-years of successful change management delivery, this book lays out how to get any business change adopted. Written in an engaging conversational style and brought to life through cartoon character "Change Cat", it gets to the heart of how to design, develop, and deliver change that works.

Directed at managers on all rungs of the corporate ladder, this thoroughly updated and expanded edition of the best selling Managing Transitions provides practical, step-by-step strategies for reaching goals and minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating an inevitably tumultuous time.

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed best seller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie.

The hardest part of leadership is mastering the inevitable high-risk, high-stakes challenges you will face. Whether you're making a split-second decision when your business is knocked sideways or you're finding the best strategy to navigate business-critical long-term circumstances, how can you be in peak form in those most crucial moments? Leadership coaching legends David Noble and Carol Kauffman show you how with their innovative new framework—MOVE—which equips you with the tactics you need to slow down high-stakes situations before they speed you up.

When you put learning at the center of everything you do, you grow your career, your leadership, your relationships, and your joy and fulfillment in life. But even for people who are naturally curious and interested in solving problems, being an effective learner who can turn their learning into action takes insight and practice. With infectious enthusiasm and optimism, David Novak shows you how to master active learning.

Leadership can - and indeed must - be learned. But first you've got to choose to lead. If you're going to make a difference, thinking of yourself as a leader will make it more likely that your legacy - not your fantasy, but the real impact of your life, today and in the long run - is the one you really want.

You believe in a good idea. You know it could make a crucial difference for you, your organization, your community. You present it, hoping for enthusiastic support. Instead, you get confounding questions, inane comments, and verbal bullets. Before you know what’s hit you, your idea is dead, shot down. It doesn’t have to be this way, say John Kotter and Lorne Whitehead. In Buy-In, they reveal how to protect good ideas and win the support needed to deliver valuable results.

AI is coming fast and will affect every part of a business, including the role of the leader. And up until now, leaders have largely ceded their role in the transformation-pushing determination of strategy out to tech teams and leaving investment decisions with groups that don't have a full view of the organization. Just when responsible leadership is more imperative than ever, leaders are not stepping up to understand and execute in the new world of human-machine collaboration. A generation of AI transformation failures awaits if leaders don't connect their use of AI to their strategies.