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Peter Drucker Quotes - Page 5

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

Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.

Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.

Leadership, Jobs, Energy

If you want to predict the future create it.

Want, Ifs

The greatest challenge to organizations is the balance between continuity and change. You need both. At different times, the balance is slightly more over here, or slightly more over there, but you need both. And balance is basically the greatest task in leadership. Organizations have to have continuity, and yet if there is not enough new challenge, not enough change, they become empty bureaucracies, awfully fast.

Business, Organization, Challenges

Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback.

Expectations, Effort, Decision

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

More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.

Business, Lunch, Mba

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.

Effectiveness, Confusion, Done

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.33, Harvard Business Review Press

The worker's effectiveness is determined largely by the way he is being managed.

Effectiveness, Way, Determined

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

In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.

Teaching, Skills, Forgotten

Peter F. Drucker (1999). “Adventures of a Bystander”, p.81, Transaction Publishers

There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.

Perfect, Priorities, Decision

Nothing is less productive than to make more efficient what should not be done at all.

Procrastination, Productive Life, Government

Peter Drucker (2013). “Managing for the Future”, p.156, Routledge

My greatest strength as a consultant is to be ignorant and ask a few questions.

Asking Questions, Ignorant Masses, Asking Too Many Questions

Today knowledge has power. It controls access to opportunity and advancement.

Education, Wise, Knowledge

Peter Drucker (2017). “The Age of Discontinuity: Guidelines to Our Changing Society”, p.339, Routledge

Elephants have a hard time adapting. Cockroaches outlive everything.

Hard Times, Elephants, Cockroaches

To make the future demands courage. It demands work. But it also demands faith.

Goal, Demand

Peter Drucker (2012). “Managing For Results”, p.179, Routledge

The organization is, above all, social. It is people.

Organization, People, Social

Listening is not a skill; it is a discipline.

Skills, Discipline, Listening

Peter Drucker (2012). “Managing the Non-Profit Organization”, p.15, Routledge

Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'

Successful, Differences, Leader

"'What Needs to Be Done', Peter Drucker On Leadership". Interview with Rich Karlgaard in Forbes magazine, November 19, 2004.

Replace your pursuit of success with the pursuit of contribution.

Pursuit, Contribution

No executive has ever suffered because his subordinates were strong and effective.

Inspirational, Leadership, Strong

Entrepreneurship is neither a science nor an art. It is a practice.

Inspirational, Art, Practice

Peter Ferdinand Drucker (1985). “Innovation and entrepreneurship: practice and principles”

One cannot manage change. One can only be ahead of it.

Change, Manage

Peter Drucker (2012). “Management Challenges for the 21st Century”, p.62, Routledge

Ideas are somewhat like babies - they are born small, immature, and shapeless. They are promise rather than fulfillment. In the innovative company executives do not say, "This is a damn-fool idea." Instead they ask, "What would be needed to make this embryonic, half-baked, foolish idea into something that makes sense, that is an opportunity for us?"

Baby, Opportunity, Ideas

"The Frontiers of Management". Book by Peter F. Drucker, 1986.

Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.

Strength, Thinking, People

Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.11, Harvard Business Review Press

Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.

New Ventures, Organization, Reason

Peter F. Drucker (2014). “The Peter Drucker Collection on Managing in Turbulent Times: Management: Revised Edition, Management Challenges for the 21st Century, Managing in Turbulent Times, and The Practice of Management”, p.40, Harper Collins

No business can do everything. Even if it has the money, it will never have enough good people. It has to set priorities. The worst thing to do is a little bit of everything. This makes sure that nothing is being accomplished. It is better to pick the wrong priority than none at all.

People, Priorities, Littles

Peter Drucker (2012). “Management”, p.114, Routledge

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