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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.

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
Helping
Better
Strengths
Trying
Eliminate
Make
Weaknesses
People
Perform
Weakness
Building
Help

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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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The best way to predict the future is to create it.
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One cannot hire a hand the whole man always comes with it.
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Do the right things instead of trying to do everything right.
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.
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It's amazing how many things busy people are doing that never will be missed.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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Every success creates new opportunities. So does every failure.
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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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Organizationally what is required - and evolving - is systems management.
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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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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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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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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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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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