Peter Drucker Quotes

The most important thing in communication is hearing what isn’t said.

Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.

The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.

The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.

What gets measured gets managed.

Management is doing things right; leadership is doing the right things.

If you want something new, you have to stop doing something old

Culture eats strategy for breakfast.

The bеѕt wау tо predict уоur future іѕ tо create it.

The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.

Cultivate a deep understanding of yourself – not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.

If you can’t measure it, you can’t change it.

The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done.

There is nothing worse than doing the wrong thing well.

Our job in life is to make a positive difference, not prove we’re right.

The key to greatness is to look for people’s potential and spend time developing it.

If you have more than five goals, you have none.

Focus on opportunities, not problems.

The purpose of information is not knowledge. It is being able to take the right action.

There is nothing so useless as doing efficiently that which should not be done at all.


Because its purpose is to create a customer, the business enterprise has two – and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are ‘costs’.

The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.

Plans are only good intentions unless they immediately degenerate into hard work.

The task of leadership is to create an alignment of strengths so strong that it makes the system’s weaknesses irrelevant.

Meetings are a symptom of bad organization. The fewer meetings the better.