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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
Manager
Managers
Professional
Jobs
Change
Work
Like
People
Strengths

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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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Time is the scarcest resource.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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The enterprise can fulfill its human and social functions only if it prospers as a business.
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Every organization has to prepare for the abandonment of everything it does.
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Leadership is not rank, privileges, title or money. It is responsibility.
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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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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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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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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Nobody in the world is as good at making decisions as the Japanese.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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What can I contribute that will significantly affect the performance and the results of the institution I serve?
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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