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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
Work
Like
People
Strengths
Manager
Managers
Professional
Jobs
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More quotes by Peter Drucker
Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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Every organization must be prepared to abandon everything it does to survive in the future.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron for logic is essentially stupid.
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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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People who need certainty are unlikely to make good entrepreneurs.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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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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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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