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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.

Peter Drucker

Managing yourself requires taking responsibility for relationships.
PETER DRUCKER

Relationship Responsibility Yourself
You should not change yourself, but create yourself, that mean build around your strengths and removing bad habits
PETER DRUCKER

Bad Change Creation Habit Strength Yourself
Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.
PETER DRUCKER

Knowledge Strength Success Value
A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.
PETER DRUCKER

Business Excitement
A manager is responsible for the application and performance of knowledge.
PETER DRUCKER

Knowledge Responsible
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.
PETER DRUCKER

Difference Excellence Job Result Worth
Effectiveness must be learned.
PETER DRUCKER

Learning One Liner
When a subject becomes totally obsolete we make it a required course.
PETER DRUCKER

Education Important
The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
PETER DRUCKER

Danger Result True Wrong
Keep your eye on the task, not on yourself. The task matters, and you are a servant.
PETER DRUCKER

Eyes Job Yourself
It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
PETER DRUCKER

Excellence Improvement
Management is doing things right; leadership is doing the right things.
PETER DRUCKER

Deep Different Leadership Right
If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.
PETER DRUCKER

Secret Time Worth
Effective executives know that their subordinates are paid to perform and not to please their superiors.
PETER DRUCKER

Job Pay
People who don’t take risks generally make about two big mistakes a year.
PETER DRUCKER

Mistake People Risk
Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.
PETER DRUCKER

Drive Future Light Night Road

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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It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

Related Topics

Popular Authors

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