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Peter Drucker Quotes - Page 2

All Quotes Accomplishment Achievement Age Art Assumption Authority Balance Business Challenges Change Character Choices Commitment Communication Community Country Creativity Culture Decision Making Discipline Doing The Right Thing Economics Economy Education Efficiency Effort Energy Entrepreneurship Excellence Expectations Failing Fighting Focus Future Genius Giving Greatness Growth Innovation Inspiration Inspirational Knowledge Leadership Learning Life Listening Logic Making Decisions Management Marketing Military Motivation Motivational Opportunity Past Personality Planning Power Productivity Purpose Quality Reality Responsibility Retirement Revolution Risk Running School Society Strategy Strength Success Survival Teaching Team Teamwork Technology Time Time Management Today Training Transformation Understanding Values Vision Volunteer War Weakness Wealth Work Writing

There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.

There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.

Two, People, Giving

The critical question is not "How can I achieve?" but "What can I contribute?"

Achieve, Critical

Peter F. Drucker (2009). “The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done”, p.7, Harper Collins

The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.

Mistake, Decision, Answers

Peter Drucker (2012). “The Practice of Management”, p.304, Routledge

Doing the right thing is more important than doing the thing right.

Business, Important, Doing The Right Thing

One cannot buy, rent or hire more time. The supply of time is totally inelastic. No matter how high the demand, the supply will not go up. There is no price for it. Time is totally perishable and cannot be stored. Yesterday's time is gone forever, and will never come back. Time is always in short supply. There is no substitute for time. Everything requires time. All work takes place in, and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource.

Time, Unique, Yesterday

Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.

Inspirational, Wise, Peace

The only real difference between one organization and another is the performance of its people.

Real, Organization, Differences

Peter Drucker (2012). “Management”, p.255, Routledge

If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.

Effectiveness, Focus, Secret

The key to greatness is to look for people's potential and spend time developing it.

Greatness, Keys, People

Peter Ferdinand Drucker (2006). “Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review”, p.59, Harvard Business Press

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

Inspirational, Motivational, Change

The true business of every company is to make and keep customers.

Business, Company, Customers

History has been written not by the most talented but by the most motivated.

Motivated, Has Beens, Written

Adequacy is the enemy of excellence.

Enemy, Excellence, Adequacy

The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.

Past, Leader, Inspire

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

Leadership, Trust, Teamwork

Peter Drucker (2012). “Managing the Non-Profit Organization”, p.14, Routledge

Mission defines strategy, and strategy defines structure.

Strategy, Structure, Missions

Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.

Inspirational, Educational, Loyal Customers

Don't solve problems. Pursue opportunities.

Opportunity, Problem, Solve

Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive.

Organization, Tasks, Norm

Most leaders don't need to learn what to do. They need to learn what to stop.

Leader, Needs

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

Leadership, Wise, Funny Inspirational

As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.

Uncomfortable, Paid, Managers

The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.

Inspirational, Motivational, Business

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.33, Routledge

Strategy is a commodity, execution is an art.

Art, Execution, Strategy

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

Inspirational, Leadership, Basketball

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