The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Peter DruckerRead
An executive should be a realist; and no one is less realistic than the cynic.
Interpretation
Executives must be practical and grounded in reality, while cynics distort reality with their pessimism.
In this quote, Peter Drucker emphasizes the importance of realism in leadership roles. He suggests that while an effective executive must navigate challenges with a clear and practical mindset, cynics often adopt a negative outlook that clouds their judgment and prevents them from recognizing opportunities or solutions.
In practice
During a leadership workshop, a speaker quoted Peter Drucker to highlight the importance of maintaining a realistic approach in business.
The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
A leader has to show the face his team needs to see.
Everyone must understand that you can't demand solidarity when there's a problem and shirk your duties when there are solutions.
Mountaintops inspire leaders but valleys mature them.
Smart people instinctively understand the dangers of entrusting our future to self-serving leaders who use our institutions, whether in the corporate or social sectors, to advance their own interests.
We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.
Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine.
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