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The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through his activities) one… - Peter Drucker
" "The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through his activities) one would have to define him as a captive of the organization. Everybody can move in on his time, and everybody does. There seems to be very little any one executive can do about it. He cannot, as a rule, like the physician, stick his head out the door and say to the nurse, “I won’t see anybody for the next half hour.” Just at this moment, the executive’s telephone rings, and he has to speak to the company’s best customer or to a high official in the city administration or to his boss — and the next half hour is already gone.*
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About Peter Drucker
Peter Ferdinand Drucker (November 19 1909 – November 11 2005) was an Austrian-born American writer, management consultant and university professor. In 1943 he became a naturalized citizen of the United States. He taught at New York University and Claremont Graduate University respectively.
Biography information from Wikiquote
Also Known As
Native Name:
Peter Ferdinand Drucker
Alternative Names:
Peter F. Drucker
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Additional quotes by Peter Drucker
When General Eisenhower was elected president, his predecessor, Harry Truman, said: “Poor Ike; when he was a general, he gave an order and it was carried out. Now he is going to sit in that big office and he’ll give an order and not a damn thing is going to happen.” The reason why “not a damn thing is going to happen” is, however, not that generals have more authority than presidents. It is that military organizations learned long ago that futility is the lot of most orders and organized the feedback to check on the execution of the order. They learned long ago that to go oneself and look is the only reliable feedback.5 Reports — all an American president is normally able to mobilize — are not much help. All military services have long ago learned that the officer who has given an order goes out and sees for himself whether it has been carried out. At the least he sends one of his own aides — he never relies on what he is told by the subordinate to whom the order was given. Not that he distrusts the subordinate; he has learned from experience to distrust communications.
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