John P. Kotter

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Leader to Leader transitioned to the Hesselbein Institute and older articles are no longer available. If you click through you will be taken to the Internet Archive site to find an archived copy.

I have found that people who provide great leadership are also deeply interested in a cause or discipline related to their professional arena. A leader in a pharmaceutical firm, for example, might have a passion for reducing suffering. He or she may have watched a parent or loved one suffer, and be motivated by deep emotions, not just intellect. Such leaders also tap deep convictions of others and connect those feelings to the purpose of the organization; they show the meaning of people’s everyday work to that larger purpose.

However, the most notable trait of great leaders, certainly of great change leaders, is their quest for learning. They show an exceptional willingness to push themselves out of their own comfort zones, even after they have achieved a great deal. They continue to take risks, even when there is no obvious reason for them to do so. And they are open to people and ideas, even at a time in life when they might reasonably think — because of their successes — that they know everything. Often they are driven by goals or ideals that are bigger than what any individual can accomplish, and that gap is an engine pushing them toward continuous learning.

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