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I feel pain everyday of my life. When you see me perform, it's that pain you're seeing coming out. I put all my emotions, all my feelings, and my body on the line. People hurt me, I hurt myself mentally, physically Henry Rollins		Saturday May 31, 2025
		Quotes: 53419 Authors: 9969

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Leadership is not magnetic personality that can just as well be a glib tongue. It is not 'making friends and influencing people' that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. Peter Ferdinand Drucker

Quote Author: Peter Ferdinand Drucker

Peter Ferdinand Drucker

Peter Ferdinand Drucker

Peter Ferdinand Drucker (November 19, 1909 - November 11, 2005) was a writer, management consultant and university professor. His writing focused on management-related literature. Peter Drucker made famous the term knowledge worker and is thought to have unknowingly ushered in the knowledge economy, which effectively challenges Karl Marx's world-view of the political economy. George Orwell credits Peter Drucker as one of the few writers who predicted the German-Soviet Pact of 1939.

Other Peter Ferdinand Drucker Quotes

The computer is a moron.

There is an enormous number of managers who have retired on the job.

Business, that's easily defined - it's other people's money.

The purpose of business is to create and keep a customer.

Time is the scarcest resource and unless it is managed nothing else can be managed.

Most of what we call management consists of making it difficult for people to get their work done.

There is nothing so useless as doing efficiently that which should not be done at all.

When a subject becomes totally obsolete we make it a required course.

If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operatesand all the major events within itmust have rhyme, rhythm, or reason.

Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.

The only thing we know about the future is that it will be different.

The Pertinent Question is NOT how to do things right--but how to find the right things to do, and to concentrate resources and efforts on them.

Unless commitment is made, there are only promises and hopes ... but no plans.

The most important thing in communication is to hear what isn't being said.

A business exists because the consumer is willing to pay you his money. You run a business to satisfy the consumer. That isn't marketing. That goes way beyond marketing.

Whenever you see a successful business, someone once made a courageous decision.

The success and ultimately the survival of every business, large or small, depends in the last analysis on its ability to develop people. This ability is not measured by any of our conventional yardsticks of economic success; yet, is the final measurement.

Economists think the poor need to tell them that they are poor.

No organization can depend on genius; the supply is always scarce and unreliable. It is the test of an organization to make ordinary human beings perform better than they seem capable of, to bring out whatever strength there is in its members, and to use each man's strength to help all the others perform. The purpose of an organization is to enable common men to do uncommon things.

Leadership is not magnetic personality that can just as well be a glib tongue. It is not 'making friends and influencing people' that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.

Management is not being brilliant. Management is being conscientious.

What managers decide to stop doing is often more important than what they decide to do.

One cannot manage change. One can only be ahead of it.

Management by objective works if you know the objectives. Ninety percent of the time you don't.

Plans are only good intentions unless they immediately degenerate into hard work.

Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.

The critical factor of a problem is the element that has to be changed before anything else can be changed.

The purpose of an organization is to enable common men to do uncommon things.

Rank does not confer privilege or give power. It imposes responsibility.

Teamwork is neither 'good' nor 'desirable.' It is a fact. Wherever people work together or play together they do so as a team. Which team to use for what purpose is a crucial, difficult and risky decision that is even harder to unmake. Managements have yet to learn how to make it.

Until we can manage time, we can manage nothing else.

'Management' means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.

Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.