Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. — Peter Drucker Copy Share Image
If a manager spends more than 10 percent of his time on "human relations" the group is probably too large. — Peter Drucker Copy Share Image
Management is doing things right; leadership is doing the right things. — Peter Drucker Copy Share Image
Leadership is not rank, privileges, title or money. It is responsibility. — 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
Rank does not confer privilege or give power. It imposes responsibility. — Peter Drucker Copy Share Image
Management is not being brilliant. Management is being conscientious. — Peter Drucker Copy Share Image
Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge… — Peter Drucker Copy Share Image
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures -… — Peter Drucker Copy Share Image
The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or… — 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
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
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
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
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much… — Peter Drucker Copy Share Image
The greatest challenge to organizations is the balance between continuity and change. You need both. At different times, the balance is slightly… — 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
The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes… — 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 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
I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is… — Peter Drucker Copy Share Image
What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant… — Peter Drucker Copy Share Image
The job of a professional manager is not to like people. It is not to change people. It is to put their… — Peter Drucker Copy Share Image
The productivity of work is not the responsibility of the worker but of the manager. — 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
There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character. — Peter Drucker Copy Share Image
A manager is responsible for the application and performance of knowledge. — 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 manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it. — 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
