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Peter Drucker Quotes - Page 3

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

The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.

The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.

Strong, Weakness, Tasks

An employer has no business with a man's personality. Employment is a specific contract calling for a specific performance... Any attempt to go beyond that is usurpation. It is immoral as well as an illegal intrusion of privacy. It is abuse of power. An employee owes no "loyalty," he owes no "love" and no "attitudes" - he owes performance and nothing else. .... The task is not to change personality, but to enable a person to achieve and to perform.

Loyalty, Attitude, Men

"Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.

Two, Innovation, Marketing

"Management".

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.

Jobs, People, Managers

Knowledge is the source of Wealth. Applied to tasks we already know, it becomes Productivity. Applied to tasks that are new, it becomes Innovation.

Knowledge, Innovation, Tasks

A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.

Men, People, Focus

Peter Drucker (2012). “The Practice of Management”, p.136, Routledge

Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.

Organization, People, Decision

Peter Drucker (2012). “The Frontiers of Management”, p.120, Routledge

Leadership is an achievement of trust.

Achievement

Defending yesterday is far more risky than making tomorrow.

Yesterday, Tomorrow

Meetings are a symptom of bad organization. The fewer meetings the better.

Organization, Symptoms, Committees

Listening (the first competence of leadership) is not a skill, it is a discipline. All you have to do is keep your mouth shut.

Skills, Discipline, Listening

Until we can manage time, we can manage nothing else.

Time, Kick Ass, Manage

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.

Knowing, People, Action

No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.

Leadership, Average, Needs

Peter F. Drucker (2009). “Concept of the Corporation”, p.26, Transaction Publishers

Do what you do best, and outsource the rest.

Humor, Deep Thought

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.

Leadership, Life Changing, Helping Others

Once the facts are clear the decisions jump out at you.

Lynching, Choices, Decision

In most organizations, the bottleneck is at the top of the bottle.

Organization, Bottles, Bottlenecks

Do first things first, and second things not at all.

Inspirational, Motivational, Second Chance

It's amazing how many things busy people are doing that never will be missed.

People, Busy

What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.

Doe, Customers, Utility

Peter Drucker (2012). “Management”, p.57, Routledge

To satisfy the customer is the mission and purpose of every business.

Purpose, Missions, Customers

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

Loyalty, Educational, Selling Products

Peter F. Drucker (2009). “Management: Tasks, Responsibilities, Practices”, p.97, Harper Collins

In todays economy, the most important resource is no longer labor, capital or land; it is knowledge

Land, Important, Today

In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time - literally - substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.

Technology, Important Events, Numbers

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