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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.

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
Helping
Orchestrate
Around
Foremost
Firsts
Charge
First
Leadership
Take
Leader
Help
Energy
Jobs

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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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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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Vision without execution is delusion. The joy is in the results
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Marketing is the distinguishing, unique function of the business.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Businesses are not paid to reform customers. They are paid to satisfy customers.
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If you want to predict the future create it.
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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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The days of the 'intuitive' manager are numbered.
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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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Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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