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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.

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
Wrong
Things
Manager
Managers
Uncomfortable
Sign
Paid
Comfortable
Sure

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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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Systematic change requires a willingness to look on change as an opportunity.
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Most of what we call management consists of making it difficult for people to get their work done.
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True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy?
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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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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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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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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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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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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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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