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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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
People
Usually
Strength
Wrong
Persons
Person
Good
Think
Thinking
Perform
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Systematic change requires a willingness to look on change as an opportunity.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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The fruit of your work grows on other people's trees
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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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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 really important things are said over cocktails and are never done.
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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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Most innovators are successful to the extent to which they define risks and confine them.
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