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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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
General
Glass
Full
Glasses
Seeing
Opportunities
Half
Majors
Opportunity
Major
Perception
Changes
Empty
Innovative
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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All good strategy eventually degenerates into work.
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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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The single minded ones, the monomaniacs, are the only true achievers
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We know nothing about motivation. All we can do is write books about 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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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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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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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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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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The days of the 'intuitive' manager are numbered.
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Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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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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In todays economy, the most important resource is no longer labor, capital or land it is knowledge
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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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