No executive has ever suffered because his subordinates were strong and effective. — Peter Drucker Copy Share Image
An executive should be a realist; and no one is less realistic than the cynic. — Peter Drucker Copy Share Image
Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs. — Peter Drucker Copy Share Image
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a… — Peter Drucker Copy Share Image
If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing… — Peter Drucker Copy Share Image
I find more and more executives less and less well informed about the outside world, if only because they believe that the… — Peter Drucker Copy Share Image
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where… — Peter Drucker Copy Share Image
An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the… — Peter Drucker Copy Share Image
Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most… — Peter Drucker Copy Share Image
Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will… — Peter Drucker Copy Share Image
The fundamental reality for every worker, from sweeper to executive vice-president, is the eight hours or so that he spends on the… — Peter Drucker Copy Share Image
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based… — Peter Drucker Copy Share Image
Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time. — Peter Drucker Copy Share Image
I no longer think that learning how to manage people, especially subordinates, is the most important for executives to learn. I am… — Peter Drucker Copy Share Image
In areas where they are simply incompetent, smart executives don’t make decisions or take actions. They delegate. — Peter Drucker Copy Share Image
Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making… — Peter Drucker Copy Share Image
Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity… — Peter Drucker Copy Share Image
The most important work of the executive is to identify the changes that have already happened. The important thing . . .… — Peter Drucker Copy Share Image
Ideas are somewhat like babies - they are born small, immature, and shapeless. They are promise rather than fulfillment. In the innovative… — Peter Drucker Copy Share Image
Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart… — Peter Drucker Copy Share Image
Most executives have learned that what one postpones, one actually abandons ... timing is a most important element in the success of… — Peter Drucker Copy Share Image
To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have… — Peter Drucker Copy Share Image
The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance… — Peter Drucker Copy Share Image
One reason for the tremendous increase in health-care costs in the U.S. is managerial neglect of the "hotel services" by the people who dominate… — Peter Drucker Copy Share Image
No executive has ever suffered because his subordinates were strong and effective. — Peter Drucker Copy Share Image
“There is nothing so useless as doing efficiently that which should not be done at all. Peter Drucker” — Peter Drucker Copy Share Image
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for… — Peter Drucker Copy Share Image
The critical question is not "How can I achieve?" but "What can I contribute?" — Peter Drucker Copy Share Image
We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to… — Peter Drucker Copy Share Image
When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon. — Peter Drucker Copy Share Image
The enterprise can fulfill its human and social functions only if it prospers as a business. — Peter Drucker Copy Share Image
