Most leaders don't need to learn what to do. They need to learn what to stop. Peter Drucker More Quotes by Peter Drucker More Quotes From Peter Drucker The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow. Peter Drucker tomorrow today order Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership. Peter Drucker confusion excellence organization Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence. Peter Drucker deep-understanding weakness excellence Culture eats strategy for breakfast. Peter Drucker strategy culture breakfast The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time. Peter Drucker century skills important The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic. Peter Drucker logic change yesterday 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. Peter Drucker trust teamwork leadership What gets measured gets managed. Peter Drucker ironic business clever Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'. Peter Drucker innovation marketing two Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. Peter Drucker basketball leadership inspirational Management is doing things right; leadership is doing the right things. Peter Drucker change leadership inspirational The most important thing in communication is hearing what isn't said. Peter Drucker inspirational love life If you want something new, you have to stop doing something old Peter Drucker creativity business inspiring Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer. Peter Drucker careers successful opportunity The key to greatness is to look for people's potential and spend time developing it. Peter Drucker greatness keys people The bеѕt wау tо predict уоur future іѕ tо create it. Peter Drucker Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Peter Drucker loyal-customers educational inspirational 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. Peter Drucker unique yesterday time The only real difference between one organization and another is the performance of its people. Peter Drucker differences organization real Listening (the first competence of leadership) is not a skill, it is a discipline. All you have to do is keep your mouth shut. Peter Drucker discipline skills listening
