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.
PETER DRUCKERA 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.
More Peter Drucker Quotes
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We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
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Efficiency is doing the thing right. Effectiveness is doing the right thing.
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Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
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Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.
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Results are obtained by exploiting opportunities, not by solving problems.
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A decision without an alternative is a desperate gambler’s throw.
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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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There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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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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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.
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Business has only two functions – marketing and innovation.
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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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Until we can manage time, we can manage nothing else.
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1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?
PETER DRUCKER