If you want something new, you have to stop doing something old.
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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Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.
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One cannot hire a hand – the whole man always comes with it.
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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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The most important thing in communication is to hear what isn’t being said.
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There is only one valid definition of business purpose: to create a customer.
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No one learns as much about a subject as one who is forced to teach it.
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When a subject becomes totally obsolete we make it a required course.
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There is no such thing as a good man. Good for what? is the question.
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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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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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Innovation is the specific instrument of entrepreneurship the act that endows resources with a new capacity to create wealth.
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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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People in any organization are always attached to the obsolete – the things that should have worked but did not, the things that once were productive and no longer are.
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Working on the right things is what makes knowledge work effective.
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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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It is more productive to convert an opportunity into results than to solve a problem – which only restores the equilibrium of yesterday.
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Whenever you see a successful business, someone once made a courageous decision.
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So much of what we call management consists in making it difficult for people to work.
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A decision without an alternative is a desperate gambler’s throw.
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Managing yourself requires taking responsibility for relationships.
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A manager is responsible for the application and performance of knowledge.
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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?
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You should not change yourself, but create yourself, that mean build around your strengths and removing bad habits
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Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
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Business has only two functions – marketing and innovation.
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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