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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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
Time
Executives
Effective
Loving
Perhaps
Else
Care
Irreplaceable
Nothing
Distinguishes
Much
Tender
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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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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Plans are worthless, but planning is invaluable.
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Knowledge applied is productivity.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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The concept of profit maximization is, in fact, meaningless.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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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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Efficiency is doing better what is already being done.
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Adequacy is the enemy of excellence.
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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 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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