Leadership From Peter Drucker
Thought leadership guru Peter Drucker does not have a flattering view of traditional management models. Time management and efficiency, or lack there of, within the corporate world is a focus of his refreshingly liberating work "The Practice of Management". I thought a few of these quotes by Drucker might brighten your day if you are a thinker that likes to toss aside the old ways of thinking about how to produce effectively in our current world of commerce and business. Enjoy!
1. “Doing the right thing is more important than doing the thing right.”
2. “If you want something new, you have to stop doing something old.”
3. “There is nothing quite so useless as doing with great efficiency something that should not be done at all.”
4. “What gets measured gets improved.”
5. “Results are gained by exploiting opportunities, not by solving problems.”
6. “So much of what we call management consists of making it difficult for people to work.”
7. “People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”
8. “Meetings are by definition a concession to a deficient organization. For one either meets or one works. One cannot do both at the same time.”
9. “Long-range planning does not deal with the future decisions, but with the future of present decisions.”
10. "Management is doing things right. Leadership is doing the right things"
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Recent Comments
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6. “So much of what we call management consists of making it difficult for people to work.”
So true!
I particularly like the high paid executives who are running companies who then hire REALLY high paid consultants to come in and tell them what to do.....
I like most of this; however, I think there is some weakness in the concept of number 4. It assumes that what you are measuring is worth being measured in the 1st place. As a CPA, I can tell you how UTTERLY useless most management reports I ever generated were....
Amen to number 8. When I was at NASA we had meetings every day. One in the morning to go over what we were going to do that day, one in the afternoon to go over what we did that day, plus various and sundry other meetings (dept meetings, budget meetings, etc.).
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Very thought out, Loes