Peter Drucker Strengths Quotes & Sayings

Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer. — Peter Drucker

The secret is that effective executives make the strengths of the boss productive. — Peter F. Drucker

Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform. — Peter F. Drucker

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

An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation. — Peter Drucker

To succeed in this new world, we will have to learn, first, who we are. Few people, even highly successful people, can answer the questions, Do you know what you're good at? Do you know what you need to learn so that you get the full benefit of your strengths? Few have even asked themselves these questions. — Peter Drucker

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. — Peter Drucker

Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses. — Peter Drucker

The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work. — Peter Drucker

We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths. — Peter Drucker

The real development I've seen of people in organizations, especially in big ones, comes from their being volunteers in a nonprofit organization - where you have responsibility, you see results, and you quickly learn what your values are. There is no better way to understand your strengths and discover where you belong than to volunteer in a nonprofit. That is probably the great opportunity for the social sector - and especially in its relationship to business. — Peter Drucker

Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information. — Peter Drucker

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. — Peter Drucker

A man should never be appointed to a managerial position if his vision focuses on people's weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization. — Peter F. Drucker

Effective organizations put people in jobs in which they can do the most good. They place people
and allow people to place themselves
according to their strengths. — Peter Drucker

A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates. — Peter Drucker

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. — Peter F. Drucker

A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths. — Peter Drucker

Understanding our strengths, articulating our values, knowing where we belong
these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers. — Peter Drucker

Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do. — Peter Drucker

You cannot build performance on weaknesses. You can build only on strengths. — Peter Drucker