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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.

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
Superiors
Effective
Strength
Subordinates
Situation
Builds
Strengths
Executive
Colleagues
Executives

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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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Success always obsoletes the very behavior that achieved it.
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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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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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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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The concept of profit maximization is, in fact, meaningless.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Do the right things instead of trying to do everything right.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.
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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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For new technology to replace old, it has to have at least ten times the benefit.
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