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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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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Do not measure your life by your goals but what you are doing to achieve them.
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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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One cannot hire a hand the whole man always comes with it.
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The really important things are said over cocktails and are never done.
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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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Don't solve problems. Pursue opportunities.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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There is nothing worse than doing the wrong thing well.
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You cannot build performance on weaknesses. You can build only on strengths.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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