A manager sets objectives, organizes, motivates, and communicates, sets yardsticks, and measures develops people.

Profit is not the purpose of a business, but rather the test of its validity.

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.

Profit is not a cause but a result.

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

Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.

Morale in an organization does not mean that a people get along together; the test is performance not conformance.

Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change.

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

The leaders who work most effectively, it seems to me, never says 'I'.  And that's not because they have trained themselves not to say 'I.'  They don't think 'I.'  They think 'we'; they think 'team.'  They understand their job is 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.