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Peter Drucker Quotes

All Quotes Accomplishment Achievement Age Art Assumption Authority Balance Business Challenges Change Character Choices Commitment Communication Community Country Creativity Culture Decision Making Discipline Doing The Right Thing Economics Economy Education Efficiency Effort Energy Entrepreneurship Excellence Expectations Failing Fighting Focus Future Genius Giving Greatness Growth Innovation Inspiration Inspirational Knowledge Leadership Learning Life Listening Logic Making Decisions Management Marketing Military Motivation Motivational Opportunity Past Personality Planning Power Productivity Purpose Quality Reality Responsibility Retirement Revolution Risk Running School Society Strategy Strength Success Survival Teaching Team Teamwork Technology Time Time Management Today Training Transformation Understanding Values Vision Volunteer War Weakness Wealth Work Writing

Management is doing things right; leadership is doing the right things.

Management is doing things right; leadership is doing the right things.

Inspirational, Change, Leadership

"Seven Habits of Highly Effective People" by Stephen R. Covey, (p. 101), 1989.

Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.

Organization, Confusion, Excellence

If you want something new, you have to stop doing something old

Inspiring, Business, Creativity

If you can't measure it, you can't change it.

Measurement, Measure For Measure, Can't Change

The bеѕt wау tо predict уоur future іѕ tо create it.

The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic.

Change, Yesterday, Logic

The most important thing in communication is hearing what isn't said.

Love, Inspirational, Life

The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.

Order, Today, Tomorrow

Culture eats strategy for breakfast.

Culture, Breakfast, Strategy

What gets measured gets managed.

Business, Clever, Ironic

Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.

Deep Understanding, Excellence, Weakness

Peter Ferdinand Drucker (2006). “Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review”, p.3, Harvard Business Press

There is nothing worse than doing the wrong thing well.

Wells, Wrong Things

The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.

Skills, Important, Century

Ideas are like frog eggs: you've got to lay a thousand to hatch one.

Eggs, Ideas, Frogs

The successful person places more attention on doing the right thing rather than doing things right.

Success, Inspiration, Attention

The purpose of a business is to create a customer.

Motivational, Business, Loyal Customers

Peter Drucker (2012). “The Frontiers of Management”, p.224, Routledge

If you want to improve how you manage time - stop doing what doesn't need to be done!

Priorities, Needs, Done

Focus on opportunities, not problems.

Opportunity, Focus, Problem

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.5, Harvard Business Review Press

Our job in life is to make a positive difference, not prove we're right.

Jobs, Differences, Life Is

Profit for a company is like oxygen for a person. If you don't have enough of it, you're out of the game. But if you think your life is about breathing, you're really missing something.

Thinking, Oxygen, Breathing

Plans are only good intentions unless they immediately degenerate into hard work.

Work, Future, Entrepreneur

The purpose of an organization is to enable ordinary humans beings to do extraordinary things.

Organization, Ordinary, Purpose

Peter Drucker (2012). “Management”, p.361, Routledge

If you have more than five goals, you have none.

Goal, Five, Ifs

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.

Successful, Opportunity, Careers

Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.16, Harvard Business Review Press

The purpose of information is not knowledge. It is being able to take the right action.

Purpose, Information, Able

Peter Drucker (2012). “Management Challenges for the 21st Century”, p.113, Routledge

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