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
Most leaders don't need to learn what to do. They need to learn what to stop. — Peter Drucker Copy Share Image
Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change — Peter Drucker Copy Share Image
We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half… — Peter Drucker Copy Share Image
Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders… — Peter Drucker Copy Share Image
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on… — Peter Drucker Copy Share Image
Leadership is all hype. We've had three great leaders in this century-Hitler, Stalin, and Mao. — Peter Drucker Copy Share Image
The leader of the past was a person who knew how to tell. The leader of the future will be a person… — Peter Drucker Copy Share Image
Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask,… — Peter Drucker Copy Share Image
Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise. — Peter Drucker Copy Share Image
Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were… — Peter Drucker Copy Share Image
Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of… — Peter Drucker Copy Share Image
Quality of character doesn't make a leader, but the lack of it flaws the entire process. — Peter Drucker Copy Share Image
The leader sees leadership as responsibility rather than as rank and privilege. — 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
It is easier to raise the performance of one leader than it is to raise the performance of a whole mass. — Peter Drucker Copy Share Image
Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they… — 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
