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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
Accepting
Relationship
Volunteer
Almost
Treat
Fact
Treats
Facts
Motivation
Accept
Anybody
Leadership

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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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Don't solve problems. Pursue opportunities.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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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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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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Working with people is difficult, but not impossible.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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One cannot hire a hand the whole man always comes with it.
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We always remember best the irrelevant.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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