Quotes Peter Drucker - page 4
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No business can do everything. Even if it has the money, it will never have enough good people. It has to set priorities. The worst thing to do is a little bit of everything. This makes sure that nothing is being accomplished. It is better to pick the wrong priority than none at all.
Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
Unless commitment is made, there are only promises and hopes... but no plans.
An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.
They wrongly believe that good intentions move mountains. Bulldozers move mountains. But there are exceptions.
Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as
in moral truth and accountability they are.
Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
Listening (the first competence of leadership) is not a skill, it is a discipline. All you have to do is keep your mouth shut.
Almost everybody today believes that nothing in economic history has ever moved as fast as, or had a greater impact than, the Information Revolution. But the Industrial Revolution moved at least as fast in the same time span, and had probably an equal impact if not a greater one.
An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
The critical question is not "How can I achieve?" but "What can I contribute?
Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
There are usually half a dozen right answers to what needs to be
done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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The first step toward making the worker achieving is to make work productive.
