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Effectiveness is the foundation of success – efficiency is a minimum condition for survival after success has been achieved.

Success always obsoletes the very behavior that achieved it. It always creates new realities. It always creates, above all, its own and different problems.

Great entrepreneurial innovations have been achieved by converting an existing, theoretical proposition into an effective business.

Knowledge workers, except at the very lowest levels, are not productive under the spur of fear; only self-motivation and self-direction make them productive. They have to be achieving in order to produce at all.

Making a living is no longer enough. Work also has to make a life. This means that it will be more important than ever to make work both productive and achieving.

Seeing [management’s] relationship toward them as duty toward them and as responsibility for making them perform and achieve rather than as ‘supervision’ is a central requirement for organizing the manager’s unit effectively.

Management by objectives and self-control assumes that people want to be responsible, want to contribute, want to achieve… we know that people tend to act as they are expected to act.

…the first task of managers is to make effective the strengths of people. And this they can do only if they start out with the assumption that people – and especially managers and professional contributors – want to achieve.

One owes it to the manager’s subordinates not to tolerate poor performance in their boss. They have a right to be managed with competence, dedication, and achievement.

A management that wants to create and maintain the spirit of achievement… stresses opportunity. But it will also demand that opportunities be converted into results.