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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.

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
Trying
Leaders
Always
Leader
Things
Bits
Littles
Little
Nothing
Done
Many
Popular

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To survive and succeed, every organization will have to turn itself into a change agent
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The individual is the central, rarest, most precious capital resource of our society.
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Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as in moral truth and accountability they are.
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Management is not being brilliant. Management is being conscientious.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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No one has ever failed to find the facts they are looking for.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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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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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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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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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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Managers are the basic and scarcest resource of any business enterprise.
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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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You can't manage what you don't measure.
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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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Plans are only good intentions unless they immediately degenerate into hard work.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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