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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.

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
Unique
Subordinates
Like
Particular
Enable
Individual
Conform
Jobs
Boss
Business
Perform
Schools
School
Reform
Bosses
Book
Management
Subordinate
Make

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Adversarial power relationships only work if you never have to see or work with the bastards again.
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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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Mission defines strategy, and strategy defines structure.
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Accept the fact that we have to treat almost anybody as a volunteer.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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The first step toward making the worker achieving is to make work productive.
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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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Succession planning often results in the selection of a weaker representation of yourself.
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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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Most of what we call management consists of making it difficult for people to get their work done.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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The need to manage oneself is creating a revolution in human affairs.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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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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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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There is nothing worse than doing the wrong thing well.
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The purpose of a business is to create a customer.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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