Peter Drucker Quotes

In a disaster you have to have speed. In order to have speed, you have to have trust. And in order to have trust, you have to have people organized and planning before the disaster.

I was a rust repairer. I was a rust repairer and full-time survivor. I survived all the major earthquakes, and the Titanic, and several air crash.

Do the math. Expect catastrophes. Whatever happens, stay the course.

We are entering an era of heightened disaster, thanks to climate change. Being prepared for disaster will mean being prepared to sift truth from rumour, and being prepared to adjust our worldview.

Commander in Chief of Disasters.

My mother was in the Army Reserve for six years. She taught me the importance of following rules, finishing what I start, never giving up, leadership skills, teamwork, staying positive, motivated and how to pack the military way when I'm traveling!

When I joined the Marines, I went to Quantico for training. One of the first things I learned is that you can drop out of a run, a couple runs. You can fail the test or a couple tests in a row, and they'd give you a second try. But if you lied about anything, you were gone that afternoon. That's how important integrity is in the military.

Why do soldiers fight? They join because they believe in a higher cause -- protecting religion, their nation, defending against a foreign nation. But why do soldier stay and fight? Soldiers aren't individuals. They are part of a unit. And that unit is led by a commander. If they don't trust their commander ... if there is no leadership, there is nothing.

Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.

When disaster waves, I try not to wave back.

In leadership, there are no words more important than trust. In any organization, trust must be developed among every member of the team if success is going to be achieved

A true pioneer who to me was like a father when I first came into the Dodger organization. He (Walter O'Malley) stood by me, and after my injury he stood by me and helped me through all of my crises.

When other Generals make mistakes their armies are beaten; when I get into a hole, my men pull me out of it.

We must, therefore, be confident that the general measures we have adopted will produce the results we expect. most important in this connection is the trust which we must have in our lieutenants. consequently, it is important to choose men on whom we can rely and to put aside all other considerations. if we have made appropriate preparations, taking into account all possible misfortunes, so that we shall not be lost immediately if they occur, we must boldly advance into the shadows of uncertainty.

Those who have not undergone minor disasters are usually being held in reserve for something major

In the Army, I learned how to use and respect my rifle.

I don't necessarily have to like my players and associates but as their leader I must love them. Love is loyalty, love is teamwork, love respects the dignity of the individual. This is the strength of any organization.

People with military experience seem to do very well in these situations. They've been taught that they can control their destiny, which is half the battle. They also have some experience in getting out of bad situations even if just through training. They know they have to make a plan and follow it and execute it.

What we found out with Katrina is that the country is still unable to deal with disaster. God forbid this happens in San Francisco.

Teamwork is the foundation of success. The three universal questions that an individual asks of his coach, player, employee, employer are: Can I trust you? Are you committed to excellence? And, do you care about me?

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.

When you have the worst disaster in American history, you've got to be attuned to expectations,.

I worked with the Nato Military Committee. The Head of the Luxembourg Armed Forces had equal standing with me, and I had to respect that. He was the leader of the armed forces of a sovereign country. I had to make sure he never thought that I was looking down on them, merely because they had less power than we did. With that kind of approach you can develop bonds of trust. I tried to do the same thing with my colleagues when I was Secretary of State.

...Obama said, 'I welcome debate among my team, but I won't tolerate division'.

Winning the men's confidence requires much of a commander. He must exercise care and caution, look after his men, live under the same hardships, and-above all- apply self discipline. But once he has their confidence, his men will follow him through hell and high water.