Concentration is the key to economic results. No other principles of effectiveness is violated as constantly today as the basic principle of concentration.
Long range planning does not deal with future decisions, but with the future of present decisions.
Leadership is not magnetic personality -- that can just as well be a glib tongue. It is not 'making friends and influencing people' -- that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
What gets measured, gets managed.
No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
Whenever you see a successful business, someone once made a courageous decision.
Meetings are a symptom of bad organisation. The fewer meetings the better.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilise the resources and energies of the business for the making of the future.
Efficiency is doing better what is already being done.
The productivity of work is not the responsibility of the worker but of the manager.
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organised in such a way as to be able to get along under a leadership composed of average human beings.
The most important thing in communication is to hear what isn't being said.
Rank does not confer privilege or give power. It imposes responsibility.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
All one has to do is to learn to say 'no' if an activity contributes nothing.
What is the first duty -- and the continuing responsibility -- of the business manager? To strive for the best possible economic results from the resources currently employed or available.
People do not know that you cannot successfully innovate in an existing organisation unless you systematically abandon. As long as you eliminate, you'll eat again. But if you stop eliminating, you don't last long.
Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.
The only things that evolve by themselves in an organisation are disorder, friction, and malperformance.
One cannot buy, rent or hire more time. The supply of time is totally inelastic. No matter how high the demand, the supply will not go up. There is no price for it. Time is totally perishable and cannot be stored. Yesterday's time is gone forever, and will never come back. Time is always in short supply. There is no substitute for time. Everything requires time. All work takes place in, and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource.
The really important things are said over cocktails and are never done.
Doing the right thing is more important than doing the thing right.
Any organisation develops people: It has no choice. It either helps them grow or stunts them.
Don't take on things you don't believe in and that you yourself are not good at. Learn to say no.
If you can't establish clear career priorities by yourself, use friends and business acquaintances as a sounding board. They will want to help. Ask them to help you determine your 'first things' and 'second things.' Or seek an outside coach or advisor to help you focus. Because if you don't know what your 'first things' are, you simply can't do them FIRST.
Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the ‘naturals', the ones who somehow know how to teach.
Don't travel too much. Organise your travel. It is important that you see people and that you are seen by people maybe once or twice a year. Otherwise, don't travel. Make them come to see you.
Long range planning does not deal with future decisions, but with the future of present decisions.
Leadership is not magnetic personality -- that can just as well be a glib tongue. It is not 'making friends and influencing people' -- that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
What gets measured, gets managed.
No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
Whenever you see a successful business, someone once made a courageous decision.
Meetings are a symptom of bad organisation. The fewer meetings the better.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilise the resources and energies of the business for the making of the future.
Efficiency is doing better what is already being done.
The productivity of work is not the responsibility of the worker but of the manager.
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organised in such a way as to be able to get along under a leadership composed of average human beings.
The most important thing in communication is to hear what isn't being said.
Rank does not confer privilege or give power. It imposes responsibility.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
All one has to do is to learn to say 'no' if an activity contributes nothing.
What is the first duty -- and the continuing responsibility -- of the business manager? To strive for the best possible economic results from the resources currently employed or available.
People do not know that you cannot successfully innovate in an existing organisation unless you systematically abandon. As long as you eliminate, you'll eat again. But if you stop eliminating, you don't last long.
Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.
The only things that evolve by themselves in an organisation are disorder, friction, and malperformance.
One cannot buy, rent or hire more time. The supply of time is totally inelastic. No matter how high the demand, the supply will not go up. There is no price for it. Time is totally perishable and cannot be stored. Yesterday's time is gone forever, and will never come back. Time is always in short supply. There is no substitute for time. Everything requires time. All work takes place in, and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource.
The really important things are said over cocktails and are never done.
Doing the right thing is more important than doing the thing right.
Any organisation develops people: It has no choice. It either helps them grow or stunts them.
Don't take on things you don't believe in and that you yourself are not good at. Learn to say no.
If you can't establish clear career priorities by yourself, use friends and business acquaintances as a sounding board. They will want to help. Ask them to help you determine your 'first things' and 'second things.' Or seek an outside coach or advisor to help you focus. Because if you don't know what your 'first things' are, you simply can't do them FIRST.
Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the ‘naturals', the ones who somehow know how to teach.
Don't travel too much. Organise your travel. It is important that you see people and that you are seen by people maybe once or twice a year. Otherwise, don't travel. Make them come to see you.
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