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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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
Skills
Teachability
Teaching
Socrates
Learning
Skill
Knew
Focused
Forgotten
Western
Tradition
Gift
More quotes by Peter Drucker
You cannot build performance on weaknesses. You can build only on strengths.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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Doing the right thing is more important than doing the thing right.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Loafing is easy, but leisure is difficult.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Don't try to innovate for the future. Innovate for the present!
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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