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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.

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
Effort
Find
Right
Pertinent
Things
Concentrate
Efforts
Resources
Motivational
Question

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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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The really important things are said over cocktails and are never done.
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Accept the fact that we have to treat almost anybody as a volunteer.
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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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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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Don't solve problems. Pursue opportunities.
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Success always obsoletes the very behavior that achieved it.
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The best plan is only a plan... unless it degerates into work.
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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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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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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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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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There are no creeds in mathematics.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Knowledge applied is productivity.
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