Peter Drucker Quotes

demand that their subordinates take responsibility too. They will tend to ask their men: “What are the contributions for which this organization and I, your superior, should hold you accountable? What should we expect of you?

Is this still worth doing?” And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.

It is as important to decide when to abandon an innovative effort as it is to know which one to start. In fact, it may be more important. Successful laboratory directors know when to abandon a line of research which does not yield the expected results. The less successful ones keep hoping against hope, are dazzled by the “scientific challenge” of a project, or are fooled by the scientists’ repeated promise of a “breakthrough next year.” And the unsuccessful ones cannot abandon a project and cannot admit that what seemed like a good idea has turned into a waste of men, time, and money.

Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.

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

Decisions are made by men. Men are fallible; at their best their works do not last long. Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete.

Consider the experience of a newly appointed hospital administrator. The hospital was big and prestigious, but it had been coasting on its reputation for 30 years.