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Leadership is all about getting results.

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
Leadership
Results
Getting

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Follow effective action with quiet reflection.
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Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
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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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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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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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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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Knowledge applied is productivity.
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The best plan is only a plan... unless it degerates into work.
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There is a point of complexity beyond which a business is no longer manageable.
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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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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 manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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Do the right things instead of trying to do everything right.
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When Henry Ford said, The customer can have a car in any color as long as it's black, he was not joking.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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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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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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