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

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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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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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Adversarial power relationships only work if you never have to see or work with the bastards again.
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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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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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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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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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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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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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Mission defines strategy, and strategy defines structure.
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The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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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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One cannot manage change. One can only be ahead of it.
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Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
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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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Do not measure your life by your goals but what you are doing to achieve them.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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