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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.

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
Managers
Professional
Jobs
Change
Work
Like
People
Strengths
Manager

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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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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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Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
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One does not start with facts. One starts with opinions.
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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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One does not manage people. The task is to lead people.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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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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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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Most innovators are successful to the extent to which they define risks and confine them.
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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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Culture eats Christianity for breakfast.
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives.
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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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Profit is not a cause but a result-
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Today knowledge has power. It controls access to opportunity and advancement.
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There is nothing worse than doing the wrong thing well.
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