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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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
Makes
Infallibility
Change
Undoing
Charisma
Unable
Leaders
Convinced
Becomes
Leader
Inflexible
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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Nothing is less productive than to make more efficient what should not be done at all.
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All good strategy eventually degenerates into work.
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Don't solve problems. Pursue opportunities.
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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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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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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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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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The better a man is the more mistakes will he make – for the more new things he will try.
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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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No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.
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The fruit of your work grows on other people's trees
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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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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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