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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.
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
Jobs
Give
Giving
Distinguishes
Great
Adequate
People
Willingness
Demands
Merely
Demand
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No one has ever failed to find the facts they are looking for.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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Entrepreneurship is neither a science nor an art. It is a practice.
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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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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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Do not measure your life by your goals but what you are doing to achieve them.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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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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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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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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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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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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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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Vision without execution is delusion. The joy is in the results
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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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