# That's Not How We Do It Here!  ## Metadata - Author: [[John Kotter and Holger Rathgeber]] - Full Title: That's Not How We Do It Here! - Category: #books ## Highlights - It helps to see the role that discipline, planning, reliability, and efficiency play in these stories. And the role of passion, vision, engagement, speed, agility, and culture. And there is the issue of management versus leadership—and ([Location 69](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=69)) ## New highlights added February 12, 2024 at 11:29 PM - She explained her idea of looking for clans that were doing a better job of dealing with these new threats and then bringing that information back. ([Location 358](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=358)) - It was about new challenges for which they did not have established solutions and policies, challenges coming at them so quickly. ([Location 371](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=371)) - About the power of leadership from anywhere, about passion, vision, volunteering, and creativity—without ANY boxes, lines, procedures, and Alphas/Betas. About how it was possible to deal with totally new and unknown challenges with astonishing speed. ([Location 535](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=535)) - Over the coming days, tensions within the clan between old-timers and new arrivals, the Matt-like Meerkats and the not-Matt-like Meerkats, and the givers and takers grew further. ([Location 560](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=560)) - There were still more complaints. Lena listened, sighed, and then said, “When I founded this clan with some friends, we envisioned in each of us both a servant and a leader. In all of us is a deep desire to show up every day and be the best we can be.” And after a dramatic pause: “Do you believe this to be worthy and true?” The others nodded slowly in a way that seemed to say, “Well, yes, but . . .” Lena then spoke about how she was sure the clan and its strong spirit would be able to overcome the issues that appeared to be a natural part of growing. ([Location 573](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=573)) ## New highlights added March 3, 2024 at 1:16 PM - They ran into what seemed like a new barrier every day. The burrows Beta pretty much ordered two of his Kats, who were supplying great energy to the farm team, to stop and just do their burrow’s job. They did stop, and, pretty much just as Nadia had predicted, two other new volunteers jumped in to fill their roles. Kats would drop out—but there was no burnout, as some of the Betas had predicted. ([Location 823](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=823)) - Reviews from early readers have reported that our tale can provoke thought in a wide range of different areas: adapting to a changing environment, the challenges of getting bigger with the complexities that come with size, teamwork even among people in different silos or generations, creating an environment of openness to new and innovative ideas, becoming a continuous learning organization, dealing with adversity, learning to lead, and understanding the difference between leadership ([Location 931](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=931)) - Management and leadership are very different in terms of actions, processes, and behavior. ([Location 942](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=942)) - Management and leadership serve different functions: The first can get the regular work done well, reliably, and efficiently, even in exceptionally large and complex systems; the second can energize us, despite barriers, to innovate swiftly and propel us into a prosperous future, despite changing problems and opportunities. Management and leadership are not two ways to achieve the same end. They serve different ends, both of which are essential in complex organizations that operate in changing environments. ([Location 957](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=957)) - Virtually all organizations tend to rise from nothing by operating in the upper left quadrant. Those that soar move more often than not into the upper right, if only briefly, as they grow larger and larger. They escape the mind-set that kills change, the “we know how to do it, our success proves that.” ([Location 975](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=975)) - The process is represented in the diagram shown below. It creates the sort of dual structure Nadia drew in the sand and then makes it work to allow a high degree of management and leadership. It helps organizations beyond the start-up phase deal with efficiency and reliability to satisfy today’s immediate demands despite size and complexity, as well as deal with a fast-changing world with all its demands for speed, agility, and innovation. ([Location 998](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=998)) - people who want so much to provide guiding and coordinating leadership in a new network-like system that they are essentially willing to do two jobs: their regular assignment in a hierarchy plus a second job in the leadership/innovation network. ([Location 1011](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=1011)) - volunteers who are passionate about taking on the new “night job.” ([Location 1014](https://readwise.io/to_kindle?action=open&asin=B016JPTFBO&location=1014))