Drucker,Peter Ferdinand

Managing Oneself

    b8257283881has quoted4 months ago
    Taking responsibility for relationships is therefore an absolute necessity.
    b8257283881has quoted4 months ago
    Organizations are no longer built on force but on trust.
    b8257283881has quoted4 months ago
    And one gets the same reaction—without exception, in my experience—if one continues by asking, “And what do I need to know about your strengths, how you perform, your values, and your proposed contribution?”
    b8257283881has quoted4 months ago
    Conversely, it is the marketing vice president’s responsibility to make sure that all of her coworkers understand how she looks at marketing: what her goals are, how she works, and what she expects of herself and of each one of them.
    Daria Naumochkinahas quoted10 months ago
    First-rate engineers, for instance, tend to take pride in not knowing anything about people
    Muchomachohas quotedlast year
    Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.
    Muchomachohas quotedlast year
    Every existing society, even the most individualistic one, takes two things for granted, if only subconsciously: that organizations outlive workers, and that most people stay put.
    Muchomachohas quotedlast year
    social venture—that offers an opportunity for being a leader, for being respected, for being a success.
    Muchomachohas quotedlast year
    Wherever there is success, there has to be failure
    Muchomachohas quotedlast year
    a knowledge society, however, we expect everyone to be a success. This is clearly an impossibility. For a great many people, there is at best an absence of failure.
    Muchomachohas quotedlast year
    In a society in which success has become so terribly important, having options will become increasingly vital.
    Muchomachohas quotedlast year
    The existence of trust between people does not necessarily mean that they like one another
    Muchomachohas quotedlast year
    Organizations are no longer built on force but on trust
    Muchomachohas quotedlast year
    what do I need to know about your strengths, how you perform, your values, and your proposed contribution?”
    Muchomachohas quotedlast year
    concentrate on and the results I should be expected to deliver,” the response is always, “This is most helpful. But why didn’t you tell me earlier?”
    Muchomachohas quotedlast year
    This is what I am good at. This is how I work. These are my values. This is the contribution I plan to
    Muchomachohas quotedlast year
    f the marketing vice president does not understand what these high-grade knowledge specialists are doing, it is primarily their fault, not hers. They have not educated her.
    Muchomachohas quotedlast year
    Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect. And the reason they do not know is that they have not asked and therefore have not been told
    Muchomachohas quotedlast year
    Working relationships are as much based on the people as they are on the work
    Muchomachohas quotedlast year
    The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values
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