Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.

Doing the right thing is more important than doing the thing right.

Effective executives do not start out with their tasks. They start out with their time. And they do not start out with planning. They start by finding out where their time actually goes.

There is nothing quite so useless as doing with great efficiency something that should not be done at all.

Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.

All one has to do is to learn to say “noif an activity contributes nothing to one's own organization, to oneself, or to the organization for whom it is to be performed.

The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.

Most of what we call management consists of making it difficult for people to get their work done.

What we need is a way to identify the areas of effectiveness (of possible significant results), and a method for concentrating on them.

The effective executive does not make staffing decisions to minimize weaknesses but to maximize strength.

If you want something new, you have to stop doing something old.

Knowledge has to be improved, challenged, and increased constantly, or it vanishes.

Leadership is an achievement of trust.

Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the 'naturals', the ones who somehow know how to teach.

Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

The only thing we know about the future is that it will be different.

The focus on contribution is the key to effectiveness.

What gets measured gets managed.

Is this still worth doing?And if it isn't, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.

Effective leadership is not about making speeches or being liked leadership is defined by results not attributes.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

Effectiveness is a habit.

A manager is responsible for the application and performance of knowledge.

Plans are only good intentions unless they immediately degenerate into hard work.

Work is an extension of personality. It is achievement. It is one of the ways in which a person measures his or her worth and humanity.

It is more productive to convert an opportunity into results than to solve a problem – which only restores the equilibrium of yesterday.

I have never encountered an executive who remains effective while tackling more than two tasks at a time.

Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.

Knowledge is useless to executives unless it has been translated into deeds.

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.

Act or do not act, but do not hedge.

Efficiency is doing better what is already being done.

Disagreement, especially if forced to be reasoned, thought through, documented, is the most effective stimulus we know.

Unless commitment is made, there are only promises and hopes... but no plans.

Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

Above all, effective executives treat change as an opportunity rather than a threat. They systematically look at changes, inside and outside the corporation, and ask, “How can we exploit this change as an opportunity for our enterprise?”.

An executive who makes many decisions is both lazy and ineffectual.

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.

It's more important to do the right thing than to do things right.

My greatest strength as a consultant is to be ignorant and ask a few questions.

Never mind your happiness; do your duty.

Effective executives do first things first and they do one thing at a time.

The knowledge worker cannot be supervised closely or in detail. He can only be helped. But he must direct himself, and he must direct himself toward performance and contribution, that is, toward effectiveness.

They don't think ‘I.' They think ‘we'; they think ‘team.' They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but ‘we' gets the credit…. This is what creates trust, what enables you to get the task done.

The most important thing in communication is to hear what isnt being said.

Business, that's easily defined - it's other people's money.

The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.

The purpose of business is to create and keep a customer.