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We know nothing about motivation. All we can do is write books about it.

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
Business
Write
Book
Nothing
Writing
Motivation
Motivational
Books

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Don't solve problems. Pursue opportunities.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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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.
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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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We always remember best the irrelevant.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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Do not measure your life by your goals but what you are doing to achieve them.
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Follow effective action with quiet reflection.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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If you want to predict the future create it.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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Systematic change requires a willingness to look on change as an opportunity.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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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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