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Бизнес съвети от Питър Дракър Питър Дракър е водещ американски специалист и популярен автор на книги по теория на управлението и мениджмънт. Предлагам ви подборка негови цитати, събрани от различни книги и сайтове: Хората, които не рискуват, обикновено правят около две грешки годишно. Хората, които рискуват, обикновено правят около две грешки годишно. Срещите и съвещанията са симптом на лошата организация. Колкото по-малко срещи, толкова по-добре. Плановете са само добри намерения, освен ако не се превърнат в усилена работа. За пръв път толкова много хора се изправят пред необходимостта да управляват себе си. Но обществото е напълно неподготвено за това. Времето е най-оскъдния ресурс и ако не бъде управлявано, нищо друго не може да бъде упрвлявано. Знанието дава възможност за избор. Това обяснява защо жените започнаха да заемат същите длъжности като мъжете. Когато видиш успешен бизнес, това означава, че някой някога е взел смело решение. Малко хора, дори сред високо ефективните, могат да отговорят на въпроси като “Знаете ли в какво сте най-силни? Знаете ли какво трябва да научите, за да извлечете максимална полза от силните си страни?” Което е по-важно – малко хора въобще си задават тези въпроси. Най-важното нещо в комуникацията е да чуеш онова, което не е било казано. Най-големите предизвикателства пред организациите е подобряване на катастрофално ниската производителност на работещите в областта на знанието. По-способният човек ще прави повече грешки, защото ще опита повече неща. Няма нищо удивително в това, че придобиването и разпределението на формални знания заема такова място в обществото на знания, каквото са заемали придобиването и разпределението на собствеността и дохода в продължение на тези два или три века,които ние наричаме “епоха на капитализма”. Поставяйте високи стандарти, но давайте на хората свободата и отговорността да си вършат работата. Преуспяващият човек отдава по-голямо значение на това да прави правилните неща, отколкото да прави нещата правилно. Ефективните лидери печелят уважение, но нямат потребност да бъдат харесвани. Отнасяй се с хората по различен начин, въз основа на техните силни страни. Продуктивността на работата е отговорност не на работника, а на мениджъра. Да се задържиш на върха е два пъти по-трудно, отколкото да стигнеш до него. Предприемачът винаги търси промяната, реагира на нея и я използва като възможност. Хората научават най-много, когато обучават други хора. Единственото определение за лидер е някой, който има последователи. Най-добрият начин да предвидиш бъдещето е да го създадеш. Използвани източници „333 ключа към богатството” – ИК Пергамент, Станимир Йотов – съставителство и превод Уикипедия Уикицитат Академия за лидери
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The best way to predict the future is to create it.— Peter Drucker The most staggering Peter Drucker quotes that are simple and will have a huge impact on you The most important thing in communication is hearing what isn't said. Management is doing things right; leadership is doing the right things. No one has ever failed to find the facts they are looking for. Start with what is right rather than what is acceptable. If you want something new, you have to stop doing something old. Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic. Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership. Until we can manage time, we can manage nothing else. If you want something new, you have to stop doing something old Culture eats strategy for breakfast. What gets measured gets managed. Management is doing things right; Leadership is doing the right things. The entrepreneur always searches for change, responds to it, and exploits it as an opportunity. 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. Strategy is a commodity, execution is an art. Whenever you see a successful business, someone once made a courageous decision. Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer. The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant. Plans are only good intentions unless they immediately degenerate into hard work. The best way to predict the future, is to create it. Whenever you see a successful business, someone once made a courageous decision. The leader sees leadership as responsibility rather than as rank and privilege. The purpose of information is not knowledge. It is being able to take the right action. 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. There is nothing so useless as doing efficiently that which should not be done at all. Quality in a service or product is not what you put into it. It is what the client or customer gets out of 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. 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 higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. 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. The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it. Mission defines strategy, and strategy defines structure. Adequacy is the enemy of excellence. The purpose of a business is to create a customer. Making good decisions is a crucial skill at every level. Profit for a company is like oxygen for a person. If you don't have enough of it, you're out of the game. But if you think your life is about breathing, you're really missing something. Meetings are a symptom of bad organization. The fewer meetings the better. The concept of profit maximization is, in fact, meaningless. The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it. Morale in an organization does not mean that "people get along together"; the test is performance not conformance. Listening (the first competence of leadership) is not a skill, it is a discipline. All you have to do is keep your mouth shut. Leaders grow; they are not made. That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting. The aim of marketing is to make selling superfluous. Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined. If you can't measure it, you can't change it. More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject. Knowledge has to be improved, challenged, and increased constantly, or it vanishes. Once the facts are clear the decisions jump out at you. What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all. Do first things first, and second things not at all. People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year. The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. The successful person places more attention on doing the right thing rather than doing things right. The only thing we know about the future is that it will be different.