What happens when people who are attempting to grow embrace the past instead of the future, according to the end of Chapter 12?
Explanation
This question assesses the reader's understanding of the consequences of resisting change, as described in the chapter's concluding thoughts.
Other questions
According to Chapter 12, what is the key to creating and sustaining a successful twenty-first-century organization?
What does the author identify as the 'single biggest error in the traditional model' of leadership?
In the case study of 'Manny,' a prototype of the twenty-first-century executive, what was the author's assessment of him when they first met in 1986?
At the time the book was written, what was the approximate annual after-tax profit of the business being run by Manny?
Which set of terms was explicitly mentioned as NOT being used to describe the successful Japanese industrialist Konosuke Matsushita?
A twenty-year study that demonstrated the importance of lifelong learning followed 115 students from which Harvard Business School class?
According to the study of the Harvard Business School class of 1974, what two elements were found to be the foundation of an 'unusually strong competitive capacity'?
In the model shown in Figure 12-1, what is the direct precedent of 'Lifelong learning'?
What does the author identify as the 'secret' to the capacity of individuals like Marcel, Manny, and Matsushita to develop leadership skills?
In the author's example of Fran and Janice, what annual growth rate is attributed to Fran?
In the Fran and Janice example, what annual growth rate is attributed to Janice?
Starting with 100 units of career-related capability at age thirty, how many units will Fran have after twenty years of growing at 6 percent annually?
Starting with 100 units of career-related capability at age thirty, how many units will Janice have after twenty years of growing at 1 percent annually?
Which of the following is NOT listed as one of the 'Mental habits that support lifelong learning' in Table 12-1?
According to the author, why do more people not develop the habits of a lifelong learner?
What does the author suggest is the problem for the traditional blue-collar worker in a rapidly changing marketplace?
How does the author characterize the old white-collar career path that is becoming obsolete?
What does Kotter identify as a 'key issue' that often prevents people from embracing the future and developing their leadership potential?
Which mental habit from Table 12-1 is described as the 'Honest assessment of successes and failures, especially the latter'?
The author argues that people who learn to master more volatile career paths also become more comfortable with what?
What does the author suggest will happen to leadership skills if one's time at work encourages and helps develop them?
According to the story of Marcel DePaul, what did he do when he hit an unexpected downturn?
In the comparison of Fran and Janice, what does the author state that we regularly underestimate?
What combination of traits does the author say the very best lifelong learners and leaders he has known seem to possess?
According to Figure 12-1, which of the following is a component of 'Competitive Drive'?
In Chapter 12, how is the success of Marcel DePaul primarily explained?
By 1994, what was Marcel DePaul's professional situation?
Which mental habit from Table 12-1 involves the 'Willingness to view life with an open mind'?
What is the consequence of lifelong learners taking risks, according to the text?
The author suggests that in a stable world like the 1950s, differential growth rates in learning would be of only modest relevance. Why is this no longer the case?
What does the author claim is a problem for the blue-collar worker's career path in the twenty-first century?
In what way are twenty-first-century careers expected to be more dynamic?
What does the author suggest is the reason that lifelong learners 'overcome a natural human tendency to shy away from or abandon habits that produce short-term pain'?
What did the author initially expect for Manny's career path, based on his observations in 1986?
Which individual is used as an example of someone who kept learning and growing, peaking well after the typical age of thirty-five or forty-five?
What factor is presented in Figure 12-1 as being influenced by one's 'Personal history'?
What is the author's response to the idea that developing many leaders is a 'hopeless' task because leaders are 'either born or you're not'?
The habits of lifelong learners are described as being relatively simple. Why, then, do they require courage?
The author concludes the chapter by stating that people who encourage others to 'leap into the future' provide what?
In the twenty-first century, what does the author suggest will happen to the traditional career paths for both white-collar and blue-collar workers?
What is the author's view on the idea that leadership development takes place primarily through formal, off-the-job training?
The successful careers of people like Manny and Matsushita often do not begin with a race in intelligence, but they win nevertheless because they do what?
What kind of organizations does the author claim often destroy leadership by not allowing people to blossom, test themselves, and grow?
What is the relationship between 'Lifelong learning' and 'Skills and abilities' in Figure 12-1?
What is the benefit for employers when their employees have more leadership potential, according to the chapter?
What does the author suggest is the reason for the 'power of compounded growth' in career development?
What does the author mean when he says lifelong learners solicit opinions with 'aggressive collection'?
Which career was Konosuke Matsushita pursuing in his fifties, demonstrating his tendency for continued growth?
What is the author's final message in the chapter regarding the people who make an effort to grow and develop leadership skills?