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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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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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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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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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Mission defines strategy, and strategy defines structure.
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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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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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Time is the scarcest resource and unless it is managed nothing else can be managed.
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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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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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Our job in life is to make a positive difference, not prove we're right.
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The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
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To make the future demands courage. It demands work. But it also demands faith.
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The computer, being a mechanical moron, can handle only quantifiable data.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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