Top Rosabeth Moss Kanter Quotes

Rosabeth Moss Kanter Biography

Rosabeth Moss Kanter (born March 15, 1943) is the Ernest L. Arbuckle professor of business at Harvard Business School. She is also director and chair of the Harvard University Advanced Leadership Initiative.

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Rosabeth Moss Kanter Quotes

The difference between "winners" and "losers" is not whether they face obstacles and setbacks - we all do, and it is inevitable that plans do not unfold exactly as imagined or that unexpected events surprise us or that a few mistakes happen. The real difference is that "winners" bounce back from a fumble or a loss by refusing to panic, analyzing the situation and looking for positive actions they can take to correct the problem, and then go on to resume winning.

Loss, Mistake, Positive, Real, Refusing

Power is America's last dirty word. It is easier to talk about money - and much easier to talk about sex - than it is to talk about power.

Dirty, Easier, Power, Sex, Talk

Leaders must wake people out of inertia. They must get people excited about something they've never seen before, something that does not yet exist.

Exist, Inspirational, Leader, People, Seen, Wake

A great thinker once described innovative thinkers this way: "Some men see things as they are and say, 'Why?' I dream of things that never were and say, 'Why not?'" Innovative thinkers are constantly asking questions such as these. How can we improve recruiting, hiring and training. How can be add greater value to our products and services by making them even better? How can we do more to nourish the personal as well as professional development of our people? What more can we do as a good citizen where we do business?

Described, Dream, Making, Men, People, Services

People often resist change for reasons that make good sense to them, even if those reasons don't correspond to organizational goals. So it is crucial to recognize, reward, and celebrate accomplishments.

Accomplishment, Change, Goal, Goals, People, Reward

The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.

Business, Decision, Designed, People, Rail, Vacuums

To take full advantage of the potential in e-business, leaders must lead differently, and people must work together differently. Let's call this new way of working e-culture-the human side of the global information era, the heart and soul of the new economy.

Heart, Human, Lead, Leader, People

Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.

Bureaucrats, Consist, Different, Leadership, Motivation, Share

Change is like putting lipstick on a bulldog. The bulldog's appearance hasn't improved, but now it's really angry.

Appearance, Bulldog, Bulldogs, Change, Improved, Putting

A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more.

Become, Call, Inspirational, Self Esteem, Selves, Vision

I was determined to achieve the total freedom that our history lessons taught us we were entitled to, no matter what the sacrifice.

Entitled, Lessons, Sacrifice, Taught Us, Total

Creativity is a lot like looking at the world through a kaleidoscope. You look at a set of elements, the same ones everyone else sees, but then reassemble those floating bits and pieces into an enticing new possibility.

Leadership, Creativity, Floating, Sees, Everyone, World

Thinkers, makers and traders are the DNA of the world class company

Class, Dna, Makers, Traders, World

Winning becomes easier over time as the cornerstones of confidence become habits.

Confidence, Winning, Habit, Cornerstones, Becomes, Time

Throughout human history, people have developed strong loyalties to traditions, rituals, and symbols. In the most effective organizations, they are not only respected but celebrated. It is no coincidence that the most highly admired corporations are also among the most profitable. Why? Because everyone involved is committed to certain non-negotiable core values. Traditions keep them alive. Rituals such as special occasions reaffirm them. Symbols serve as constant reminders of their enduring importance.

Among, Effective, Loyalty, People, Strong, Throughout

The best way for business to move out of the Hall of Shame is to demonstrate a commitment to social causes. This also makes business sense. A focus on solving social problems has motivational benefits in lean economic times.

Commitment, Economic, Focus, Motivational, Moving, Solving

Nations need to understand their own strengths and weaknesses, and India's tradition of dissent and democratic debate is a positive aspect.

Aspect, Debate, India, Needs, Positive, Weakness

Competition has never been more threatening than it is now. Innovative thinkers challenge the status quo in their organizations. They are often viewed as "troublemakers. " They threaten the defenders of the status quo. So competition within an organization can also be brutal. The most effective leaders overcome "the ideology of comfort and the tyranny of custom" by being change agents themselves. They encourage and reward innovative thinking. I have observed that people only resist changes imposed on them by other people.

Encourage, Leader, People, Quo, Thinking, Threaten

Confidence is the bridge connecting expectations and performance, investment and results.

Bridge, Bridges, Confidence, Connecting, Expectations

Our future will be shaped by the assumptions we make about who we are and what we can be.

Assumption, Future, Make, Shaped, Who We Are

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Rosabeth Moss Kanter Biography

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