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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.

A management that does not define performance as a balance of success and failure over a period of time is a management that mistakes conformity for achievement, and absence of weaknesses for strengths.

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.

Character is not something managers can acquire; if they do not bring it to the job, they will never have it.

Integrity may be difficult to define, but what constitutes a lack of integrity of such seriousness as to disqualify a person for a managerial position is not.

Management should not appoint anyone who considers intelligence more important than integrity. This is immaturity – and usually incurable.

The first rule in decision making is that one does not make a decision unless there is disagreement.

If you fail to accept [the] responsibility of making sure that the appointee understands his or her new job, do not blame the new person if he or she ultimately fails. Blame yourself, for you have failed to do your duty as a manager.