Peter Drucker Quotes About Weakness
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Strong people have strong weaknesses.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.
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You cannot build performance on weaknesses. You can build only on strengths.
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A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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"The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength."
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