A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.
PETER DRUCKERIntelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.
More Peter Drucker Quotes
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Is this still worth doing? And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.
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Business has only two functions – marketing and innovation.
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When a subject becomes totally obsolete we make it a required course.
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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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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.
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It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
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A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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Plan, organize, integrate, motivate, and measure.
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There is nothing quite so useless, as doing with great efficiency, something that should not be done at all.
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The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader’s charisma. What matters is the leader’s mission.
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This defines entrepreneur and entrepreneurship – the entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
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A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.
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The first rule in decision-making is that one does not make a decision unless there is disagreement.
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Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.
PETER DRUCKER