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Peter Drucker

    Catherine Arieцитирует2 года назад
    1: First, manage thyself.
    “That one can truly manage other people is by no means adequately proven,” Drucker writes. “But one can always manage oneself.” How can you possibly expect others to perform at the highest levels without first expecting that of yourself?
    Catherine Arieцитирует2 года назад
    #2: Do what you’re made for.
    One of Drucker’s most arresting points is that we are all incompetent at most things. The crucial question is not how to turn incompetence into excellence,
    Catherine Arieцитирует2 года назад
    #3: Work how you work best (and let others do the same).
    If you’re a tool put here on this earth to be useful, how does the tool work best? Some people work well at night; others work better in the morning.
    Catherine Arieцитирует2 года назад
    #4: Count your time, and make it count.
    Drucker taught that what gets measured gets managed. So, how can we possibly hope to manage our time if we don’t measure precisely
    Catherine Arieцитирует2 года назад
    The “secret” of people who do so many difficult things, writes Drucker, is that they do only one thing at a time; they refuse to let themselves be squandered away in “small driblets [that] are no time at all.”
    Catherine Arieцитирует2 года назад
    5: Prepare better meetings.
    The oft-repeated quip, “I’m sorry to write you a long letter, as I did not have time to write a short one,” could be applied to meetings: “I’m sorry to imprison you in this long meeting, as I did not have time to prepare a short one.” Effective people develop a recipe for how to make the most of meetings,
    Catherine Arieцитирует2 года назад
    : Don’t make a hundred decisions when one will do.
    Catherine Arieцитирует2 года назад
    it’s far better to zoom out and make a few big generic decisions that can apply to a large number of specific situations, to find a pattern within—in short, to go from chaos to concept.
    Catherine Arieцитирует2 года назад
    ct.
    When a friend of mine became the chairman of the board of trustees of a leading university, he posed a question: “How will I know I’ve done a great job?” I pondered what Drucker would say, and then answered: “Identify one big thing that would most contribute to the future of the university and orchestrate getting it done.
    Catherine Arieцитирует2 года назад
    8: Stop what you would not start.
    The presence of an ever-expanding to-do list without a robust stop-doing list is a lack of discipline. To focus on priorities means clearing away the clutter.
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