Peter Drucker Quotes

I'm very much a leader in a lot of the work that I do or that I've done in my career.

Reading a book about management isn't going to make you a good manager any more than a book about guitar will make you a good guitarist, but it can get you thinking about the most important concepts.

In every business, in every industry, management does matter.

Leadership is inspiring people. Management is keeping the trains running on time.

I have to put my team in a good situation.

Management is efficiency in climbing the ladder of success

Here's what management is about: Pick good people and set the right priorities.

Leadership is influence.

A manager is responsible for the application and performance of knowledge.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

The great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner.

The role of leadership is to transform the complex situation into small pieces and prioritize them.

If I'm a leader, I have a mission.

I have learned to delegate.

The key things I learned as a hospital administrator are to be organized, communicate, and be flexible.

Management is getting people together to figure out how to transform inputs into outputs. In the process of figuring out the process of how people work together, you've got to figure out who's got what responsibilities, and how do they work together.

The first rule of management is delegation. Don't try and do everything yourself because you can't.

I am learning how to delegate and how to empower people.

Don't be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.

One mediocre general is better than two good ones.

Guidelines for bureaucrats: (1) When in charge, ponder. (2) When in trouble, delegate. (3) When in doubt, mumble.

Leadership—not salesmanship

Leadership involves risk-taking.

I've organized everything for my family since I was little. I know how to delegate and budget. I solve people's problems.

I always delegate. If someone is very good at something, whatever it is, he will be in charge.