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You cannot build performance on weaknesses. You can build only on strengths.
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
Performances
Weakness
Build
Cannot
Strengths
Weaknesses
Performance
More quotes by Peter Drucker
Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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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 Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Organizationally what is required - and evolving - is systems management.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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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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It's amazing how many things busy people are doing that never will be missed.
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Don't solve problems. Pursue opportunities.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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One does not start with facts. One starts with opinions.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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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.
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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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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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Plans are worthless, but planning is invaluable.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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