No executive has ever suffered because his subordinates were strong and effective. — 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… — 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
Most leaders don't need to learn what to do. They need to learn what to stop. — Peter Drucker Copy Share Image
Effective people are not problem minded; they're opportunity-minded. They feed opportunities and starve problems. They think preventively. — Peter Drucker Copy Share Image
Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so. — Peter Drucker Copy Share Image
The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant. — 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
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way… — Peter Drucker Copy Share Image
Management is doing things right; leadership is doing the right things. — Peter Drucker Copy Share Image
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. — Peter Drucker Copy Share Image
The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If… — Peter Drucker Copy Share Image
People in any organization, including bureaucrats and politicians, are always attached to the obsolete; the obsolescent; the things that should have worked… — 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
Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership. — Peter Drucker Copy Share Image
Leadership is not rank, privileges, title or money. It is responsibility. — 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 person who will make the greatest contribution to a company is the mature person-and you cannot have maturity if you have… — 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
