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One cannot hire a hand the whole man always comes with 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
Men
Hire
Hand
Comes
Hands
Cannot
Whole
Always

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There's an enormous number of managers who have retired on the job.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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One does not manage people. The task is to lead people.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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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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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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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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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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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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The world economy is not yet a community--not even an economic community...Yet the existence of the global shopping center is a fact that cannot be undone. The vision of an economy for all will not be forgotten again.
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Follow effective action with quiet reflection.
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Nobody in the world is as good at making decisions as the Japanese.
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There is nothing worse than doing the wrong thing well.
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The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right effectiveness is doing the right things.
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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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