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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
People
Developing
Potential
Greatness
Keys
Spend
Look
Looks
Time
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Every success creates new opportunities. So does every failure.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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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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Every organization has to prepare for the abandonment of everything it does.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as in moral truth and accountability they are.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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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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No other area offers richer opportunities for successful innovation than the unexpected success.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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