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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.

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
Success
Indicator
Right
Indicators
Competence
Absolutes
Absolute
Achievement
Size
Alone
Managerial

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There is nothing so useless as doing efficiently that which should not be done at all.
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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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Education can no longer be the sole property of the state.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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Look upon every obstacle as part payment towards your success.
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There is nothing worse than doing the wrong thing well.
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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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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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