One Does Not "manage" People. The Task

To Be A Manager Requires More Than A Title, A Big Office, And Other Outward Symbols Of Rank. It Requires Competence And Performance Of A High Order.

The Moment People Talk Of "implementing" Instead Of "doing," And Of "finalizing" Instead Of "finishing," The Organization Is Already Running A Fever.

We Can Ill Afford To Have Activities Conducted As "non-profit," That Is, As Activities That Devour Capital Rather Than Form It, If They Can Be Organized As Activities That Form Capital, As Activities That Make A Profit.

A Success That Has Outlived Its Usefulness May, In The End, Be More Damaging Than Failure.

The Subordinate's Job Is Not To Reform Or Reeducate The Boss, Not To Make Him Conform To What The Business Schools Or The Management Book Say Bosses Should Be Like. It Is To Enable A Particular Boss To Perform As A Unique Individual.