Quotes

Management, Page 482

Concentrate on your strengths. Place yourself where your strengths can produce performance and results.

Management, Page 483

…that brilliant work fails again and again as soon as it requires cooperation from others… probably indicates a lack of courtesy, that is, of manners.

Management, Page 484

Amazingly few people know how they get things done.

Management, Page 488

…do not try to change yourself; it is unlikely to be successful. But work, and hard, to improve the way you perform. And try not to do work of any kind in a way in which you do not perform or perform poorly.

Management, Page 490

Organizations have to have values. But so do people. To be effective in an organization, one’s own values must be compatible with the organization’s values. They do not need to be the same. But they must be close enough so they can coexist.

Management, Page 491

…most people, and especially highly gifted people, do not really know where they belong till they are well past their mid-twenties.

Management, Page 491

…knowing where one belongs makes ordinary people – hardworking, competent, but mediocre otherwise – into outstanding performers.

Management, Page 492

Results should be hard to achieve. They should require ‘stretching’… But they should be within reach.

Management, Page 494

It is simply the duty of the subordinate to enable the boss to do his or her work.

Management, Page 494

The first secret of effectiveness is to understand the people with whom one works and on whom one depends, and to make use of their strengths, their ways of working, and their values.