Book Review: A Sense of Urgency by John. P. Kotter

‘A Sense of Urgency’

By: John. P. Kotter

Harvard Business Press

ISBN: 978-1-4221-5230-0 (India Edition)

John. P. Kotter is counted amongst one of the world’s best leadership-gurus. He teaches at Harvard Business School and has written more than 16 books including bestsellers Leading Change and Our Iceberg is Melting. In this book, he presents a strong case and strategy for making changes in organisations most effective.

The first chapter is aptly titled “It all starts with a sense of urgency”. In the beginning of the book itself, the author makes a very important distinction amongst three things: a true sense of urgency, a “false sense of urgency” and “complacency”. He says, “We are much too complacent. And we don’t even know it”. (The dictionary says complacency is “a feeling of contentment or self satisfaction, especially when coupled with an unawareness of danger or trouble.”) Roots of complacency are successes: real or perceived, usually over a period of time, while roots of a false sense of urgency are failures.

The book is full of very helpful concepts and ideas. I am copying some of the topics and headlines, for my own reference:

• Be clear about what is false sense of urgency.
• Help others (including bosses) to see the problem
• How and why a business case fails
• Aim for the heart
• Increasing a true sense of urgency: the strategy:

1.   Bring the outside in

a.    Reorganise the pervasive problem of internal focus

b.    Listen to customer facing employees

c.    Use the power of video

d.   Don’t always shield people from troubling data

e.    Redecorate

f.     Send people out

g.   Bring people in

h.   Bring data in, but in the right way

i.     Watch out that you don’t create a false sense of urgency

2.   Behave with urgency every day

a.    Respond fast, move now

b.    The norm: un-urgent behaviour

c.    Be visibly urgent

d.   Urgency begets urgency

e.    Urgent patience

3.   Find opportunities in crises

a.    Avoid and control crisis, but watch out…

b.    Use a crisis to create urgency, but watch out…

4.   Deal with the NoNos

a.    Don’t waste time trying to co-opt a NoNo

b.    Never ignore the NoNos

c.    Distract the NoNos

d.   Get rid of them

e.    Immobilize them with social pressures

• Keeping urgency up
• Urgency up: success; urgency down: a mess
• The problem with short term successes
• Anticipate the problem, use the strategy, and choose the right tactics
• Drive it into the culture
• Start today.

- Rahul