George Kotsiopoulos's Quotes

For many years I've been using Swarovski accessories when styling editorial photo shoots and also for red carpet appearances.

For slaves to fashion, the rules are made to be broken.

I learned everything about fashion during my time at the 'NY Times.'

I like to spend Christmas with family and friends, pigging out, exchanging gifts and basically doing nothing.

It's better if you have a strong opinion on any talk show.

Photos convey a point in time, so for casual snapshots I say wear the trends so you have fun images to look back at.

The weight of a fabric is inconsequential, since seasonal dressing is all about layering.

Winter dressing is all about having chic outerwear.

You know what I've kind of come to realize is that I'm a huge Drew Barrymore rom-com fan. There are so many of her movies that I love.

For proper family portraits it's best to stick with classic, timeless looks that will not only be beautiful now but also in 20 years, and keep the wardrobe color palette similar so it looks like the group shot was well planned.

A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.

In an ever changing world, you never learn it all, even if you keep growing into your 90s.

Kotter International is about leading large-scale change, not just managing it.

Leaders establish the vision for the future and set the strategy for getting there.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

The world has 6 billion people and counting. We need to help 500 million people become better leaders so that billions can benefit.

Tradition is a very powerful force.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders.

Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.

I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.

If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.

In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to my mind. Number one, of course, is role-modeling it yourself. Number two is, when people take intelligent, smart risks and yet it doesn't work out, not shooting them. And number three, being honest with yourself.