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Peter F. Drucker

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1. The clear realization that the problem was generic and could only be solved through a decision which established a rule, a principle;

1. The clear realization that the problem was generic and could only be solved through a decision which established a rule, a prin…
2. The definition of the specifications which the answer to the problem had to satisfy, that is, of the “boundary conditions”;

2. The definition of the specifications which the answer to the problem had to satisfy, that is, of the “boundary conditions”; – P…
3. The thinking through what is “right,” that is, the solution which will fully satisfy the specifications before attention is given to the compromi

3. The thinking through what is “right,” that is, the solution which will fully satisfy the specifications before attention is giv…
4. The building into the decision of the action to carry it out;

4. The building into the decision of the action to carry it out; – Peter F. Drucker in ⚟ The Effective Executive…
5. The “feedback” which tests the validity and effectiveness of the decision against the actual course of events

5. The “feedback” which tests the validity and effectiveness of the decision against the actual course of events. – Peter F. Druck…
A DECISION IS A JUDGMENT. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost

A DECISION IS A JUDGMENT. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choi…
A carpenter’s or a machinist’s job is defined by the craft and varies little from one shop to another. But for the ability of a knowledge worker to

A carpenter’s or a machinist’s job is defined by the craft and varies little from one shop to another. But for the ability of a kn…
A cartoon in The New Yorker magazine some time ago showed an office on the door of which was the legend- CHAS. SMITH, GENERAL SALES MANAGER, AJAX SO

A cartoon in The New Yorker magazine some time ago showed an office on the door of which was the legend: CHAS. SMITH, GENERAL SALE…
A decision has not been made until people know…

A decision has not been made until people know: - the name of the person accountable for carrying it out; - the deadline; - the na…
A meeting whose only function is to allow the participants to be in the executive’s presence. Cardinal Spellman’s breakfast and dinner meetings were

A meeting whose only function is to allow the participants to be in the executive’s presence. Cardinal Spellman’s breakfast and di…
A recurrent crisis should always have been foreseen. It can therefore either be prevented or reduced to a routine which clerks can manage. The defin

A recurrent crisis should always have been foreseen. It can therefore either be prevented or reduced to a routine which clerks can…
A superior has responsibility for the work of others. He also has power over the careers of others. Making strengths productive is therefore much mo

A superior has responsibility for the work of others. He also has power over the careers of others. Making strengths productive is…
A work force may, indeed, be too small for the task. And the work then suffers, if it gets done at all. But this is not the rule. Much more common i

A work force may, indeed, be too small for the task. And the work then suffers, if it gets done at all. But this is not the rule. …
Act if on balance the benefits greatly outweigh cost and risk; and • Act or do not act; but do not “hedge” or compromise

Act if on balance the benefits greatly outweigh cost and risk; and • Act or do not act; but do not “hedge” or compromise. – Peter …
Actually, all one has to do is to learn to say “no” if an activity contributes nothing to one’s own organization, to oneself, or to the organization

Actually, all one has to do is to learn to say “no” if an activity contributes nothing to one’s own organization, to oneself, or t…
After this had been going on for about one year, I finally asked him, “Why always an hour and a half” He answered, “That’s easy. I have found out t

After this had been going on for about one year, I finally asked him, “Why always an hour and a half?” He answered, “That’s easy. …
Alfred P. Sloan, Jr., former head of General Motors, the world’s largest manufacturing company, was reported never to make a personnel decision the

Alfred P. Sloan, Jr., former head of General Motors, the world’s largest manufacturing company, was reported never to make a perso…
All events but the truly unique require a generic solution. They require a rule, a policy, a principle. Once the right principle has been developed

All events but the truly unique require a generic solution. They require a rule, a policy, a principle. Once the right principle h…
All in all, the effective executive tries to be himself; he does not pretend to be someone else. He looks at his own performance and at his own resu

All in all, the effective executive tries to be himself; he does not pretend to be someone else. He looks at his own performance a…
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

All military services have long ago learned that the officer who has given an order goes out and sees for himself whether it has b…
All one can measure is performance. And all one should measure is performance. This is another reason for making jobs big and challenging. It is als

All one can measure is performance. And all one should measure is performance. This is another reason for making jobs big and chal…
All one can think and do in a short time is to think what one already knows and to do as one has always done

All one can think and do in a short time is to think what one already knows and to do as one has always done. – Peter F. Drucker i…
Among the effective executives I have had occasion to observe, there have been people who make decisions fast, and people who make them rather slowl

Among the effective executives I have had occasion to observe, there have been people who make decisions fast, and people who make…
An executive’s focus on contribution by itself is a powerful force in developing people. People adjust to the level of the demands made on them. The

An executive’s focus on contribution by itself is a powerful force in developing people. People adjust to the level of the demands…
An organization in which everybody meets all the time is an organization in which no one gets anything done

An organization in which everybody meets all the time is an organization in which no one gets anything done. – Peter F. Drucker in…
An organization needs to bring in fresh people with fresh points of view fairly often. If it only promotes from within it soon becomes inbred and ev

An organization needs to bring in fresh people with fresh points of view fairly often. If it only promotes from within it soon bec…
An organization, a social artifact, is very different from a biological organism. Yet it stands under the law that governs the structure and size of

An organization, a social artifact, is very different from a biological organism. Yet it stands under the law that governs the str…
And if the event is truly unique, the experienced decision-maker suspects that this heralds a new underlying problem and that what appears as unique

And if the event is truly unique, the experienced decision-maker suspects that this heralds a new underlying problem and that what…
Another predictable result of leaving control of priorities to the pressures is that the work of top management does not get done at all. That is al

Another predictable result of leaving control of priorities to the pressures is that the work of top management does not get done …
Appraisals—and the philosophy behind them—are also far too much concerned with “potential.” But experienced people have learned that one cannot appr

Appraisals—and the philosophy behind them—are also far too much concerned with “potential.” But experienced people have learned th…
As a rule, meetings should never be allowed to become the main demand on an executive’s time. Too many meetings always bespeak poor structure of job

As a rule, meetings should never be allowed to become the main demand on an executive’s time. Too many meetings always bespeak poo…
At a minimum, effective executives have the log run on themselves for three to four weeks at a stretch twice a year or so, on a regular schedule. Af

At a minimum, effective executives have the log run on themselves for three to four weeks at a stretch twice a year or so, on a re…
At one point, I asked him which of his twenty-six books he was most proud of, to which Drucker, then 86, replied- “The next one!” He wrote ten more

At one point, I asked him which of his twenty-six books he was most proud of, to which Drucker, then 86, replied: “The next one!” …
At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to cla

At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely s…
Brilliant men are often strikingly ineffectual; they fail to realize that the brilliant insight is not by itself achievement. They never have learne

Brilliant men are often strikingly ineffectual; they fail to realize that the brilliant insight is not by itself achievement. They…
But effective executives do not splinter themselves. They concentrate on one task if at all possible

The answer to the question “What needs to be done?” almost always contains more than one urgent task. But effective executives do …
By far the most common mistake is to treat a generic situation as if it were a series of unique events; that is, to be pragmatic when one lacks the

By far the most common mistake is to treat a generic situation as if it were a series of unique events; that is, to be pragmatic w…
Courage rather than analysis dictates the truly important rules for identifying priorities- • Pick the future as against the past; • Focus on opport

Courage rather than analysis dictates the truly important rules for identifying priorities: • Pick the future as against the past;…
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views

Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of…
Direct results always come first. In the care and feeding of an organization, they play the role calories play in the nutrition of the human body. B

Direct results always come first. In the care and feeding of an organization, they play the role calories play in the nutrition of…
Don’t think or say “I.” Think and say “we.” Effective executives know that they have ultimate responsibility, which can be neither shared nor delega

Don’t think or say “I.” Think and say “we.” Effective executives know that they have ultimate responsibility, which can be neither…
Drucker replied- I have only one negative comment, but a pretty important one. Stop talking about “Druckerizing” your organization. Indeed, stop rea

Drucker replied: I have only one negative comment, but a pretty important one. Stop talking about “Druckerizing” your organization…
Effective executives also make sure that problems do not overwhelm opportunities. In most companies, the first page of the monthly management report

Effective executives also make sure that problems do not overwhelm opportunities. In most companies, the first page of the monthly…
Effective executives build on strengths—their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in

Effective executives build on strengths—their own strengths, the strengths of their superiors, colleagues, and subordinates; and o…
Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set pr

Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force th…
Effective executives differ widely in their personalities, strengths, weaknesses, values, and beliefs. All they have in common is that they get the

Effective executives differ widely in their personalities, strengths, weaknesses, values, and beliefs. All they have in common is …
Effective executives do not make a great many decisions. They concentrate on the important ones

Effective executives do not make a great many decisions. They concentrate on the important ones. – Peter F. Drucker in ⚟ The Effec…
Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with the question, “What

Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with th…
Effective executives have learned to ask systematically and without coyness- “What do I do that wastes your time without contributing to your effect

Effective executives have learned to ask systematically and without coyness: “What do I do that wastes your time without contribut…
Effective executives know that they have to start with what a man can do rather than with what a job requires. This, however, means that they do the

Effective executives know that they have to start with what a man can do rather than with what a job requires. This, however, mean…
Effective executives know that time is the limiting factor. The output limits of any process are set by the scarcest resource. In the process we cal

Effective executives know that time is the limiting factor. The output limits of any process are set by the scarcest resource. In …
Effective executives know what they expect to get out of a meeting, a report, or a presentation and what the purpose of the occasion is or should be

Effective executives know what they expect to get out of a meeting, a report, or a presentation and what the purpose of the occasi…
Effective executives know when a decision has to be based on principle and when it should be made on the merits of the case and pragmatically. They

Effective executives know when a decision has to be based on principle and when it should be made on the merits of the case and pr…
Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their contr

Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought…
Effective executives periodically review their work programs—and those of their associates—and ask- “If we did not already do this, would we go into

Effective executives periodically review their work programs—and those of their associates—and ask: “If we did not already do this…
Effective executives put their best people on opportunities rather than on problems

Effective executives put their best people on opportunities rather than on problems. – Peter F. Drucker in ⚟ The Effective Executi…
Effective executives start out by estimating how much discretionary time they can realistically call their own. Then they set aside continuous time

Effective executives start out by estimating how much discretionary time they can realistically call their own. Then they set asid…
Effective executives, in my observation, do not start with their tasks. They start with their time. And they do not start out with planning. hey start by finding out where their time actually goes

Effective executives, in my observation, do not start with their tasks. They start with their time. And they do not start out with…
Effectiveness, Drucker writes again and again, demands doing. The timeless wisdom in The Effective Executive is meant to be used, not merely read an

Effectiveness, Drucker writes again and again, demands doing. The timeless wisdom in The Effective Executive is meant to be used, …
Effectiveness, in other words, is a habit; that is, a complex of practices. And practices can always be learned. Practices are simple, deceptively s

Effectiveness, in other words, is a habit; that is, a complex of practices. And practices can always be learned. Practices are sim…
Equally common is the mistake of treating a new event as if it were just another example of the old problem to which, therefore, the old rules shoul

Equally common is the mistake of treating a new event as if it were just another example of the old problem to which, therefore, t…
Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete

Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete. – Peter F. …
Every executive, whether his organization is a business or a research laboratory, a government agency, a large university, or the air force, sees th

Every executive, whether his organization is a business or a research laboratory, a government agency, a large university, or the …
Every posteriority is somebody else’s top priority. It is much easier to draw up a nice list of top priorities and then to hedge by trying to do “ju

Every posteriority is somebody else’s top priority. It is much easier to draw up a nice list of top priorities and then to hedge b…
Everyone can make the wrong decision—in fact, everyone will sometimes make a wrong decision. But no one needs to make a decision which, on its face,

Everyone can make the wrong decision—in fact, everyone will sometimes make a wrong decision. But no one needs to make a decision w…
Everything requires time. It is the one truly universal condition. All work takes place in time and uses up time. Yet most people take for granted t

Everything requires time. It is the one truly universal condition. All work takes place in time and uses up time. Yet most people …
Executives also owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs. It may not be th

Executives also owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs…
Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work

Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work. –…
Executives in an organization do not have good human relations because they have a “talent for people.” They have good human relations because they

Executives in an organization do not have good human relations because they have a “talent for people.” They have good human relat…
Failure to go out and look is the typical reason for persisting in a course of action long after it has ceased to be appropriate or even rational

Failure to go out and look is the typical reason for persisting in a course of action long after it has ceased to be appropriate o…
Finding the appropriate measurement is thus not a mathematical exercise. It is a risk-taking judgment

Finding the appropriate measurement is thus not a mathematical exercise. It is a risk-taking judgment. – Peter F. Drucker in ⚟ The…
First one tries to identify and eliminate the things that need not be done at all, the things that are purely waste of time without any results what

First one tries to identify and eliminate the things that need not be done at all, the things that are purely waste of time withou…
For there are two different kinds of compromise. One kind is expressed in the old proverb- “Half a loaf is better than no bread.” The other kind is

For there are two different kinds of compromise. One kind is expressed in the old proverb: “Half a loaf is better than no bread.” …
Good executives focus on opportunities rather than problems. Problems have to be taken care of, of course; they must not be swept under the rug. But

Good executives focus on opportunities rather than problems. Problems have to be taken care of, of course; they must not be swept …
Having many people working in market research may endow the results with that increment of insight, imagination, and quality that gives a company th

Having many people working in market research may endow the results with that increment of insight, imagination, and quality that …
He could be certain that he would not become the prisoner of somebody’s preconceived conclusions

He could be certain that he would not become the prisoner of somebody’s preconceived conclusions. – Peter F. Drucker in ⚟ The Effe…
I have called “executives” those knowledge workers, managers, or individual professionals who are expected by virtue of their position or their know

I have called “executives” those knowledge workers, managers, or individual professionals who are expected by virtue of their posi…
I have never encountered an executive who remains effective while tackling more than two tasks at a time

I have never encountered an executive who remains effective while tackling more than two tasks at a time. – Peter F. Drucker in ⚟ …
I have yet to see an executive, regardless of rank or station, who could not consign something like a quarter of the demands on his time to the wast

I have yet to see an executive, regardless of rank or station, who could not consign something like a quarter of the demands on hi…
I soon learned that there is no “effective personality.” The effective executives I have seen differ widely in their temperaments and their abiliti

I soon learned that there is no “effective personality.” The effective executives I have seen differ widely in their temperaments …
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

IF THERE IS ANY ONE “secret” of effectiveness, it is concentration. Effective executives do first things first and they do one thi…
Identify one big thing that would most contribute to the future of the university and orchestrate getting it done

When a friend of mine became the chairman of the board of trustees of a leading university, he posed a question: “How will I know …
If effectiveness can be learned, however, the questions arise- What does it consist in What does one have to learn Of what kind is the learning I

If effectiveness can be learned, however, the questions arise: What does it consist in? What does one have to learn? Of what kind …
If it were a decision today to start something you are already in (to enter a business, to hire a person, to institute a policy, to launch a project

If it were a decision today to start something you are already in (to enter a business, to hire a person, to institute a policy, t…
If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operat

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter hi…
If the greatest rewards are given for behavior contrary to that which the new course of action requires, then everyone will conclude that this contr

If the greatest rewards are given for behavior contrary to that which the new course of action requires, then everyone will conclu…
If they find that a decision has not had the desired results, they don’t conclude that the person has not performed. They conclude, instead, that th

If they find that a decision has not had the desired results, they don’t conclude that the person has not performed. They conclude…
In The Practice of Management, Drucker retells a favorite story about three stonecutters who were asked what they were doing- The first replied- “I

In The Practice of Management, Drucker retells a favorite story about three stonecutters who were asked what they were doing: The …
In a lean organization people have room to move without colliding with one another and can do their work without having to explain it all the time

In a lean organization people have room to move without colliding with one another and can do their work without having to explain…
In every executive job, a large part of the time must therefore be wasted on things which, though they apparently have to be done, contribute nothin

In every executive job, a large part of the time must therefore be wasted on things which, though they apparently have to be done,…
Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves, they only set li

Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves…
It is a country which attempts to solve every problem as a unique phenomenon, rather than as a special case under general rules of law. Similarly, a

It is a country which attempts to solve every problem as a unique phenomenon, rather than as a special case under general rules of…
It’s just as important to review decisions periodically—at a time that’s been agreed on in advance—as it is to make them carefully in the first plac

It’s just as important to review decisions periodically—at a time that’s been agreed on in advance—as it is to make them carefully…
Jobs have to be objective; that is, determined by task rather than by personality. One reason for this is that every change in the definition, struc

Jobs have to be objective; that is, determined by task rather than by personality. One reason for this is that every change in the…
Just because something is difficult, disagreeable, or frightening is no reason for not doing it if it is right. But one holds back—if only for a mom

Just because something is difficult, disagreeable, or frightening is no reason for not doing it if it is right. But one holds back…
Knowledge workers must be professionals in their attitude toward their own field of knowledge. They must consider themselves responsible for their o

Knowledge workers must be professionals in their attitude toward their own field of knowledge. They must consider themselves respo…
Making a meeting productive takes a good deal of self-discipline. It requires that executives determine what kind of meeting is appropriate and then

Making a meeting productive takes a good deal of self-discipline. It requires that executives determine what kind of meeting is ap…
Management is largely by example. Executives who do not know how to make themselves effective in their own job and work set the wrong example

Management is largely by example. Executives who do not know how to make themselves effective in their own job and work set the wr…
Management literature has long known the theorem of “the span of control,” which asserts that one man can manage only a few people if these people h

Management literature has long known the theorem of “the span of control,” which asserts that one man can manage only a few people…
Many executives know all about these unproductive and unnecessary time demands; yet they are afraid to prune them. They are afraid to cut out someth

Many executives know all about these unproductive and unnecessary time demands; yet they are afraid to prune them. They are afraid…
Mastery might well elude him; for this one might need special talents. But what is needed in effectiveness is competence. What is needed are “the sc

Mastery might well elude him; for this one might need special talents. But what is needed in effectiveness is competence. What is …
Meetings are by definition a concession to deficient organization for one either meets or one works. One cannot do both at the same time. In an idea

Meetings are by definition a concession to deficient organization for one either meets or one works. One cannot do both at the sam…
Most discussions of decision-making assume that only senior executives make decisions or that only senior executives’ decisions matter. This is a da

Most discussions of decision-making assume that only senior executives make decisions or that only senior executives’ decisions ma…
Most executives have learned that what one postpones, one actually abandons

Most executives have learned that what one postpones, one actually abandons. – Peter F. Drucker in ⚟ The Effective Executive…
Most managers are executives—though not all. But many nonmanagers are also becoming executives in modern society. For the knowledge organization, as

Most managers are executives—though not all. But many nonmanagers are also becoming executives in modern society. For the knowledg…
No one has much difficulty getting rid of the total failures. They liquidate themselves. Yesterday’s successes, however, always linger on long beyon

No one has much difficulty getting rid of the total failures. They liquidate themselves. Yesterday’s successes, however, always li…
Not that he distrusts the subordinate; he has learned from experience to distrust communications

Not that he distrusts the subordinate; he has learned from experience to distrust communications. – Peter F. Drucker in ⚟ The Effe…
Now don’t tell me you had a wonderful time reading this book. Tell me instead- What will you do on Monday that’s different

Now don’t tell me you had a wonderful time reading this book. Tell me instead: What will you do on Monday that’s different? – Pete…
On the morning after the power blackout one New York newspaper managed to appear- The New York Times. It had shifted its printing operations immedia

On the morning after the power blackout one New York newspaper managed to appear: The New York Times. It had shifted its printing …
One can indeed never be sure what the knowledge worker thinks—and yet thinking is his specific work; it is his “doing.”

One can indeed never be sure what the knowledge worker thinks—and yet thinking is his specific work; it is his “doing.” – Peter F.…
One has to make a decision when a condition is likely to degenerate if nothing is done. This also applies with respect to opportunity. If the opport

One has to make a decision when a condition is likely to degenerate if nothing is done. This also applies with respect to opportun…
One implication is that the men who build first-class executive teams are not usually close to their immediate colleagues and subordinates. Picking

One implication is that the men who build first-class executive teams are not usually close to their immediate colleagues and subo…
One needs organized information for the feedback. One needs reports and figures. But unless one builds one’s feedback around direct exposure to real

One needs organized information for the feedback. One needs reports and figures. But unless one builds one’s feedback around direc…
One of the most effective executives in Professor Sune Carlson’s study, mentioned above, spent ninety minutes each morning before going to work in a

One of the most effective executives in Professor Sune Carlson’s study, mentioned above, spent ninety minutes each morning before …
One should only have on a team the knowledges and skills that are needed day in and day out for the bulk of the work. Specialists that may be needed

One should only have on a team the knowledges and skills that are needed day in and day out for the bulk of the work. Specialists …
One thing the effective executive will not do at this point. He will not give in to the cry, “Let’s make another study.” This is the coward’s way—an

One thing the effective executive will not do at this point. He will not give in to the cry, “Let’s make another study.” This is t…
One way to staff for opportunities is to ask each member of the management group to prepare two lists every six months—a list of opportunities for t

One way to staff for opportunities is to ask each member of the management group to prepare two lists every six months—a list of o…
Only executive effectiveness can enable this society to harmonize its two needs- the needs of organization to obtain from the individual the contrib

Only executive effectiveness can enable this society to harmonize its two needs: the needs of organization to obtain from the indi…
People experienced in an area should be expected to have an opinion. Not to have an opinion after having been exposed to an area for a good long tim

People experienced in an area should be expected to have an opinion. Not to have an opinion after having been exposed to an area f…
People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according to what they cons

People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according…
People who have failed in a new job should be given the choice to go back to a job at their former level and salary. This option is rarely exercised

People who have failed in a new job should be given the choice to go back to a job at their former level and salary. This option i…
People-decisions are time-consuming, for the simple reason that the Lord did not create people as “resources” for organization. They do not come in

People-decisions are time-consuming, for the simple reason that the Lord did not create people as “resources” for organization. Th…
Peter Drucker—one man with no organization, a modest house, and a wicker chair—models how much one highly effective person can contribute, and that

Peter Drucker—one man with no organization, a modest house, and a wicker chair—models how much one highly effective person can con…
Practices one learns by practicing and practicing and practicing again

Practices one learns by practicing and practicing and practicing again. – Peter F. Drucker in ⚟ The Effective Executive…
Similarly, a hospital has results only in respect to the patient. But the patient is not a member of the hospital organization. For the patient, the

Similarly, a hospital has results only in respect to the patient. But the patient is not a member of the hospital organization. Fo…
Some people need to have things summed up for them in one page. (President Eisenhower needed this to be able to act.) Others need to be able to foll

Some people need to have things summed up for them in one page. (President Eisenhower needed this to be able to act.) Others need …
Strong people always have strong weaknesses too. Where there are peaks, there are valleys. And no one is strong in many areas

Strong people always have strong weaknesses too. Where there are peaks, there are valleys. And no one is strong in many areas. – P…
Such a review is especially important for the most crucial and most difficult of all decisions, the ones about hiring or promoting people. Studies o

Such a review is especially important for the most crucial and most difficult of all decisions, the ones about hiring or promoting…
That one actually abandons what one postpones makes executives, however, shy from postponing anything altogether. They know that this or that task i

That one actually abandons what one postpones makes executives, however, shy from postponing anything altogether. They know that t…
The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players. Get bett

The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B…
The action plan is a statement of intentions rather than a commitment. It must not become a straitjacket. It should be revised often, because every

The action plan is a statement of intentions rather than a commitment. It must not become a straitjacket. It should be revised oft…
The alternative—to “hire in” new people for new tasks—is too risky. One hires new people to expand on already established and smoothly running activ

The alternative—to “hire in” new people for new tasks—is too risky. One hires new people to expand on already established and smoo…
The boundary conditions had changed—and Roosevelt was enough of a decision-maker to know almost intuitively that this meant abandoning his original

The boundary conditions had changed—and Roosevelt was enough of a decision-maker to know almost intuitively that this meant abando…
The business was a success in both countries. But in one country the local manager set the business up in such a manner that it required highly skil

The business was a success in both countries. But in one country the local manager set the business up in such a manner that it re…
The effective decision-maker assumes that the traditional measurement is not the right measurement. Otherwise, there would generally be no need for

The effective decision-maker assumes that the traditional measurement is not the right measurement. Otherwise, there would general…
The effective decision-maker does not start out with the assumption that one proposed course of action is right and that all others must be wrong. N

The effective decision-maker does not start out with the assumption that one proposed course of action is right and that all other…
The effective decision-maker, therefore, always assumes initially that the problem is generic. He always assumes that the event that clamors for his

The effective decision-maker, therefore, always assumes initially that the problem is generic. He always assumes that the event th…
The effective executive does not need to make many decisions. Because he solves generic situations through a rule and policy, he can handle most eve

The effective executive does not need to make many decisions. Because he solves generic situations through a rule and policy, he c…
The effective executive does not, in other words, truly commit himself beyond the one task he concentrates on right now. Then he reviews the situati

The effective executive does not, in other words, truly commit himself beyond the one task he concentrates on right now. Then he r…
The effective executive encourages opinions. But he insists that the people who voice them also think through what it is that the “experiment”—that

The effective executive encourages opinions. But he insists that the people who voice them also think through what it is that the …
The effective executive therefore first makes sure that the job is well designed. And if experience tells him otherwise, he does not hunt for genius

The effective executive therefore first makes sure that the job is well designed. And if experience tells him otherwise, he does n…
The effective executive therefore knows that he has to consolidate his discretionary time. He knows that he needs large chunks of time and that smal

The effective executive therefore knows that he has to consolidate his discretionary time. He knows that he needs large chunks of …
The effective executive therefore knows that to manage his time, he first has to know where it actually goes

The effective executive therefore knows that to manage his time, he first has to know where it actually goes. – Peter F. Drucker i…
The executive who focuses on contribution also stimulates others to develop themselves, whether they are subordinates, colleagues, or superiors

The executive who focuses on contribution also stimulates others to develop themselves, whether they are subordinates, colleagues,…
The executive who records and analyzes his time and then attempts to manage it can determine how much he has for his important tasks. How much time

The executive who records and analyzes his time and then attempts to manage it can determine how much he has for his important tas…
The executive who wants to be effective and who wants his organization to be effective polices all programs, all activities, all tasks. He always as

The executive who wants to be effective and who wants his organization to be effective polices all programs, all activities, all t…
The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through his activities) on

The executive’s time tends to belong to everybody else. If one attempted to define an “executive” operationally (that is, through …
The final step in time management is therefore to consolidate the time that record and analysis show as normally available and under the executive’s

The final step in time management is therefore to consolidate the time that record and analysis show as normally available and und…
The first look at the time record makes it abundantly clear that there just is not time enough to do the things the executive himself considers impo

The first look at the time record makes it abundantly clear that there just is not time enough to do the things the executive hims…
The first question the effective decision-maker asks is- “Is this a generic situation or an exception” “Is this something that underlies a great ma

The first question the effective decision-maker asks is: “Is this a generic situation or an exception?” “Is this something that un…
The focus on contribution by itself supplies the four basic requirements of effective human relations- • communications; • teamwork; • self-developm

The focus on contribution by itself supplies the four basic requirements of effective human relations: • communications; • teamwor…
The focus on contribution turns the executive’s attention away from his own specialty, his own narrow skills, his own department, and toward the per

The focus on contribution turns the executive’s attention away from his own specialty, his own narrow skills, his own department, …
The fundamental problem is the reality around the executive. Unless he changes it by deliberate action, the flow of events will determine what he is

The fundamental problem is the reality around the executive. Unless he changes it by deliberate action, the flow of events will de…
The great majority of executives tend to focus downward. They are occupied with efforts rather than with results. They worry over what the organizat

The great majority of executives tend to focus downward. They are occupied with efforts rather than with results. They worry over …
The idea that there are “well-rounded” people, people who have only strengths and no weaknesses (whether the term used is the “whole man,” the “matu

The idea that there are “well-rounded” people, people who have only strengths and no weaknesses (whether the term used is the “who…
The job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of set

The job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the…
The key to running an effective meeting is to decide in advance what kind of meeting it will be. Different kinds of meetings require different forms

The key to running an effective meeting is to decide in advance what kind of meeting it will be. Different kinds of meetings requi…
The knowledge worker cannot be supervised closely or in detail. He can only be helped. But he must direct himself, and he must direct himself toward

The knowledge worker cannot be supervised closely or in detail. He can only be helped. But he must direct himself, and he must dir…
The larger the organization, the more time will be needed just to keep the organization together and running, rather than to make it function and pr

The larger the organization, the more time will be needed just to keep the organization together and running, rather than to make …
The man who asks of himself, “What is the most important contribution I can make to the performance of this organization” asks in effect, “What sel

The man who asks of himself, “What is the most important contribution I can make to the performance of this organization?” asks in…
The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who fo

The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. …
The most effective among us have the same number of hours as everyone else, yet they deploy them better, often much better than people with far grea

The most effective among us have the same number of hours as everyone else, yet they deploy them better, often much better than pe…
The next question is- “Which of the activities on my time log could be done by somebody else just as well, if not better”

The next question is: “Which of the activities on my time log could be done by somebody else just as well, if not better?” – Peter…
The presence of an ever-expanding to-do list without a robust stop-doing list is a lack of discipline. To focus on priorities means clearing away the clutter

The presence of an ever-expanding to-do list without a robust stop-doing list is a lack of discipline. To focus on priorities mean…
The question is - how to be useful!

I was on the cusp of leaving my faculty spot at Stanford, betting on a self-created path, and I was scared. “It seems to me you sp…
The rule is simple- Any job that has defeated two or three men in succession, even though each had performed well in his previous assignments, must

The rule is simple: Any job that has defeated two or three men in succession, even though each had performed well in his previous …
The same is true for changes in the business environment, in the market, and especially in people within the enterprise—all these changes demand tha

The same is true for changes in the business environment, in the market, and especially in people within the enterprise—all these …
The second rule for staffing from strength is to make each job demanding and big. It should have challenge to bring out whatever strength a man may

The second rule for staffing from strength is to make each job demanding and big. It should have challenge to bring out whatever s…
The specific method in which the record is put together need not concern us here. There are executives who keep such a time log themselves. Others,

The specific method in which the record is put together need not concern us here. There are executives who keep such a time log th…
The surgeon who only takes out half the tonsils or half the appendix risks as much infection or shock as if he did the whole job. And he has not cur

The surgeon who only takes out half the tonsils or half the appendix risks as much infection or shock as if he did the whole job. …
The understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration o

The understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serio…
There are always more important contributions to be made than there is time available to make them

There are always more important contributions to be made than there is time available to make them. – Peter F. Drucker in ⚟ The Ef…
There are many managers who are not executives. Many people, in other words, are superiors of other people—and often of fairly large numbers of othe

There are many managers who are not executives. Many people, in other words, are superiors of other people—and often of fairly lar…
There has been for years a great deal of talk about “delegation” in management. Every manager, whatever the organization—business, government, unive

There has been for years a great deal of talk about “delegation” in management. Every manager, whatever the organization—business,…
There is a fairly reliable symptom of overstaffing. If the senior people in the group—and of course the manager in particular—spend more than a smal

There is a fairly reliable symptom of overstaffing. If the senior people in the group—and of course the manager in particular—spen…
There is one final question the effective decision-maker asks- “Is a decision really necessary” One alternative is always the alternative of doing

There is one final question the effective decision-maker asks: “Is a decision really necessary?” One alternative is always the alt…
They all tackled a problem at the highest conceptual level of understanding. They tried to think through what the decision was all about, and then t

They all tackled a problem at the highest conceptual level of understanding. They tried to think through what the decision was all…
They know that an effective decision is always a judgment based on “dissenting opinions” rather than on “consensus on the facts.” And they know that

They know that an effective decision is always a judgment based on “dissenting opinions” rather than on “consensus on the facts.” …
This is the trouble with so many policy statements, especially of business- They contain no action commitment. To carry them out is no one’s specifi

This is the trouble with so many policy statements, especially of business: They contain no action commitment. To carry them out i…
This is the “secret” of those people who “do so many things” and apparently so many difficult things. They do only one at a time. As a result, they

This is the “secret” of those people who “do so many things” and apparently so many difficult things. They do only one at a time. …
This not only holds for different kinds of organization, such as government agencies, universities, or businesses. It is equally true between organi

This not only holds for different kinds of organization, such as government agencies, universities, or businesses. It is equally t…
This three-step process- • recording time, • managing time, and • consolidating time is the foundation of executive effectiveness

This three-step process: • recording time, • managing time, and • consolidating time is the foundation of executive effectiveness.…
Time in large, continuous, and uninterrupted units is needed for such decisions as whom to put on a task force set up to study a specific problem; w

Time in large, continuous, and uninterrupted units is needed for such decisions as whom to put on a task force set up to study a s…
Time-wasting management defects such as overstaffing, malorganization, or malfunctioning information can sometimes be remedied fast. At other times,

Time-wasting management defects such as overstaffing, malorganization, or malfunctioning information can sometimes be remedied fas…
To ask, “What can I contribute” is to look for the unused potential in the job. And what is considered excellent performance in a good many positio

To ask, “What can I contribute?” is to look for the unused potential in the job. And what is considered excellent performance in a…
To be effective, every knowledge worker, and especially every executive, therefore needs to be able to dispose of time in fairly large chunks. To ha

To be effective, every knowledge worker, and especially every executive, therefore needs to be able to dispose of time in fairly l…
To make strength productive is the unique purpose of organization. It cannot, of course, overcome the weaknesses with which each of us is abundantly

To make strength productive is the unique purpose of organization. It cannot, of course, overcome the weaknesses with which each o…
To spend a few minutes with people is simply not productive. If one wants to get anything across, one has to spend a fairly large minimum quantum of

To spend a few minutes with people is simply not productive. If one wants to get anything across, one has to spend a fairly large …
To try to build against weakness frustrates the purpose of organization. Organization is the specific instrument to make human strengths redound to

To try to build against weakness frustrates the purpose of organization. Organization is the specific instrument to make human str…
To write a report may, for instance, require six or eight hours, at least for the first draft. It is pointless to give seven hours to the task by sp

To write a report may, for instance, require six or eight hours, at least for the first draft. It is pointless to give seven hours…
Too many meetings signify that work that should be in one job or in one component is spread over several jobs or several components. They signify th

Too many meetings signify that work that should be in one job or in one component is spread over several jobs or several component…
Ultimately, the effective executive must set a large number of posteriorities—tasks one chooses not to tackle—so as to focus with exquisite clarity

Ultimately, the effective executive must set a large number of posteriorities—tasks one chooses not to tackle—so as to focus with …
Unless one has considered alternatives, one has a closed mind. This, above all, explains why effective decision-makers deliberately disregard the se

Unless one has considered alternatives, one has a closed mind. This, above all, explains why effective decision-makers deliberatel…
Very often it shows them that their decisions didn’t produce results because they didn’t put the right people on the job. Allocating the best people

Very often it shows them that their decisions didn’t produce results because they didn’t put the right people on the job. Allocati…
We all know, thanks to Chester Barnard’s 1938 classic, The Functions of the Executive, that organizations are held together by information rather th

We all know, thanks to Chester Barnard’s 1938 classic, The Functions of the Executive, that organizations are held together by inf…
Welch also thought through another issue before deciding where to concentrate his efforts for the next five years. He asked himself which of the two

Welch also thought through another issue before deciding where to concentrate his efforts for the next five years. He asked himsel…
We’ve just reviewed eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so important that I’ll elev

We’ve just reviewed eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so import…
What is needed are few, but fundamental, decisions. What is needed is the right strategy rather than razzle-dazzle tactics

What is needed are few, but fundamental, decisions. What is needed is the right strategy rather than razzle-dazzle tactics. – Pete…
What is the one absolutely fundamental contribution that would not happen without you

What is the one absolutely fundamental contribution that would not happen without you? – Peter F. Drucker in ⚟ The Effective Execu…
What made them all effective is that they followed the same eight practices

What made them all effective is that they followed the same eight practices: - They asked, “What needs to be done?” - They asked, …
Whenever one analyzes the way a truly effective, a truly right, decision has been reached, one finds that a great deal of work and thought went into

Whenever one analyzes the way a truly effective, a truly right, decision has been reached, one finds that a great deal of work and…
Whenever one has to judge, one must have alternatives among which one can choose. A judgment in which one can only say “yes” or “no” is no judgment

Whenever one has to judge, one must have alternatives among which one can choose. A judgment in which one can only say “yes” or “n…
Wherever a time log shows the fatty degeneration of meetings—whenever, for instance, people in an organization find themselves in meetings a quarter

Wherever a time log shows the fatty degeneration of meetings—whenever, for instance, people in an organization find themselves in …
Wherever knowledge workers perform well in large organizations, senior executives take time out, on a regular schedule, to sit down with them, somet

Wherever knowledge workers perform well in large organizations, senior executives take time out, on a regular schedule, to sit dow…
Work how you work best (and let others do the same)

Work how you work best (and let others do the same). – Peter F. Drucker in ⚟ The Effective Executive…
Working on the right things is what makes knowledge work effective. This is not capable of being measured by any of the yardsticks for manual work

Working on the right things is what makes knowledge work effective. This is not capable of being measured by any of the yardsticks…
a decision requires courage as much as it requires judgment

a decision requires courage as much as it requires judgment. – Peter F. Drucker in ⚟ The Effective Executive…
after asking what needs to be done, the effective executive sets priorities and sticks to them. For a CEO, the priority task might be redefining the

after asking what needs to be done, the effective executive sets priorities and sticks to them. For a CEO, the priority task might…
all effective executives I have had occasion to observe have learned that they have to give several hours of continuous and uninterrupted thought to

all effective executives I have had occasion to observe have learned that they have to give several hours of continuous and uninte…
all effective executives control their time management perpetually. They not only keep a continuing log and analyze it periodically. They set themse

all effective executives control their time management perpetually. They not only keep a continuing log and analyze it periodicall…
as the organization grows, an increasing proportion of energy diverts to managing the internal mass rather than contributing to the outside world

One of Drucker’s most important insights is that an organization is like a biological organism in one key way: Internal mass grows…
because knowledge work cannot be measured the way manual work can, one cannot tell a knowledge worker in a few simple words whether he is doing the

because knowledge work cannot be measured the way manual work can, one cannot tell a knowledge worker in a few simple words whethe…
defining the specifications and setting the boundary conditions cannot be done on the “facts” in any decision of importance. It always has to be don

defining the specifications and setting the boundary conditions cannot be done on the “facts” in any decision of importance. It al…
disagreement alone can provide alternatives to a decision. And a decision without an alternative is a desperate gambler’s throw, no matter how caref

disagreement alone can provide alternatives to a decision. And a decision without an alternative is a desperate gambler’s throw, n…
effective executives treat change as an opportunity rather than a threat. They systematically look at changes, inside and outside the corporation, a

effective executives treat change as an opportunity rather than a threat. They systematically look at changes, inside and outside …
effectiveness, while capable of being learned, surely cannot be taught. Effectiveness is, after all, not a “subject,” but a self-discipline

effectiveness, while capable of being learned, surely cannot be taught. Effectiveness is, after all, not a “subject,” but a self-d…
even the great pianists could not play Mozart as they do unless they practiced their scales and kept on practicing them

even the great pianists could not play Mozart as they do unless they practiced their scales and kept on practicing them. – Peter F…
events rarely tell the executive anything, let alone the real problem. For the doctor, the patient’s complaint is central because it is central to t

events rarely tell the executive anything, let alone the real problem. For the doctor, the patient’s complaint is central because …
every organization needs performance in three major areas- It needs direct results; building of values and their reaffirmation; and building and dev

every organization needs performance in three major areas: It needs direct results; building of values and their reaffirmation; an…
everyone can think what action commitments a specific decision requires, what work assignments follow from it, and what people are available to carr

everyone can think what action commitments a specific decision requires, what work assignments follow from it, and what people are…
focusing on contribution fights the temptation to stay within the organization

focusing on contribution fights the temptation to stay within the organization. – Peter F. Drucker in ⚟ The Effective Executive…
if executives in an organization spend more than a fairly small part of their time in meeting, it is a sure sign of malorganization

if executives in an organization spend more than a fairly small part of their time in meeting, it is a sure sign of malorganizatio…
it is the duty of the executive to remove ruthlessly anyone—and especially any manager—who consistently fails to perform with high distinction

it is the duty of the executive to remove ruthlessly anyone—and especially any manager—who consistently fails to perform with high…
it is the inside of the organization that is most visible to the executive. It is the inside that has immediacy for him. Its relations and contacts,

it is the inside of the organization that is most visible to the executive. It is the inside that has immediacy for him. Its relat…
it’s far better to zoom out and make a few big generic decisions that can apply to a large number of specific situations

We’re continually hit by a blizzard of situations, opportunities, problems, incidents—all of which seem to demand decisions. Yes. …
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

military organizations learned long ago that futility is the lot of most orders and organized the feedback to check on the executi…
one can either direct a meeting and listen for the important things being said, or one can take part and talk; one cannot do both)

one can either direct a meeting and listen for the important things being said, or one can take part and talk; one cannot do both)…
one cannot by oneself be only strong; the weaknesses are always with us. But we can so structure an organization that the weaknesses become a person

one cannot by oneself be only strong; the weaknesses are always with us. But we can so structure an organization that the weakness…
one cannot even think of managing one’s time unless one first knows where it goes

one cannot even think of managing one’s time unless one first knows where it goes. – Peter F. Drucker in ⚟ The Effective Executive…
the complaint is common that the company president—or any other senior officer—still continues to run marketing or the plant, even though he is now

the complaint is common that the company president—or any other senior officer—still continues to run marketing or the plant, even…
the effective executive will slough off an old activity before he starts on a new one. This is necessary in order to keep organizational “weight con

the effective executive will slough off an old activity before he starts on a new one. This is necessary in order to keep organiza…
the executive is, first of all, expected to get the right things done. And this is simply that he is expected to be effective

the executive is, first of all, expected to get the right things done. And this is simply that he is expected to be effective. – P…
the higher the position an executive holds, the larger will the outside loom in his contribution. No one else in the organization can as a rule move

the higher the position an executive holds, the larger will the outside loom in his contribution. No one else in the organization …
the immediate task of the executive is not to place a man; it is to fill a job. The tendency is therefore to start out with the job as being a part

the immediate task of the executive is not to place a man; it is to fill a job. The tendency is therefore to start out with the jo…
there are no results within the organization. All the results are on the outside. The only business results, for instance, are produced by a custome

there are no results within the organization. All the results are on the outside. The only business results, for instance, are pro…
there is a subtler reason for insistence on impersonal, objective jobs. It is the only way to provide the organization with the human diversity it n

there is a subtler reason for insistence on impersonal, objective jobs. It is the only way to provide the organization with the hu…
there is not much risk that an executive will cut back too much. We usually tend to overrate rather than underrate our importance and to conclude th

there is not much risk that an executive will cut back too much. We usually tend to overrate rather than underrate our importance …
timing is a most important element in the success of any effort. To do five years later what it would have been smart to do five years earlier is al

timing is a most important element in the success of any effort. To do five years later what it would have been smart to do five y…
understands that it is his job to enable John Jones to do his tax accounting has no illusions about Jones’s ability to get along with people. He wou

understands that it is his job to enable John Jones to do his tax accounting has no illusions about Jones’s ability to get along w…
“Around here, I am only the guy who is responsible. If these men don’t know what to do when they run into an enemy in the jungle, I’m too far away t

“Around here, I am only the guy who is responsible. If these men don’t know what to do when they run into an enemy in the jungle, …
“Delegation” as the term is customarily used is a misunderstanding—is indeed misdirection. But getting rid of anything that can be done by somebody

“Delegation” as the term is customarily used is a misunderstanding—is indeed misdirection. But getting rid of anything that can be…
“Pick the future as against the past. Focus on opportunity rather than on problem. Choose your own direction—rather than climb on the bandwagon. And

“Pick the future as against the past. Focus on opportunity rather than on problem. Choose your own direction—rather than climb on …
“The only thing we know is that this spot was the wrong one for the man,” he argued. “This does not mean that he is not the ideal man for some other

“The only thing we know is that this spot was the wrong one for the man,” he argued. “This does not mean that he is not the ideal …