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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
Cannot
Strengths
Weaknesses
Performance
Performances
Weakness
Build
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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For new technology to replace old, it has to have at least ten times the benefit.
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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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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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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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As to the idea that advertising motivates people, remember the Edsel.
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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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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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The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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