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Accept the fact that we have to treat almost anybody as a volunteer.

Peter Drucker

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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Fact
Treats
Facts
Motivation
Accept
Anybody
Leadership
Accepting
Relationship
Volunteer
Almost
Treat

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Don't solve problems. Pursue opportunities.
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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We know nothing about motivation. All we can do is write books about it.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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The better a man is the more mistakes will he make – for the more new things he will try.
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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The purpose of a business is to create a customer.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Leadership is all about getting results.
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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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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.
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