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The key to greatness is to look for people's potential and spend time developing 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
Greatness
Keys
Spend
Look
Looks
Time
People
Developing
Potential

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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Do not measure your life by your goals but what you are doing to achieve them.
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The need to manage oneself is creating a revolution in human affairs.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Management is not being brilliant. Management is being conscientious.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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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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Any organisation develops people it either forms them or deforms them.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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The days of the 'intuitive' manager are numbered.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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The large organization has to learn to innovate, or it won't survive.
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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 manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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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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