Quotes About Contribution

Running a business is making a difference in people's lives

Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.

I regard reduction in Federal spending as one of the most important issues in this campaign. In my opinion it is the most direct and effective contribution that Government can make to business.

Estimates show that small businesses contribute 60-80 percent of the net new jobs annually.

It's not about the content we are creating but how much content our customers are creating for us.

In business, everyone has a different weight.

There is a little bit of Nils Bohlin in every car.

The focus on contribution by itself supplies the four basic requirements of effective human relations: communications; teamwork; self-development; and development of others.

Two hundred people, of course, can do a great deal more work than one man. But it does not follow that they produce and contribute more.

The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, "top management." He holds himself accountable for the performance of the whole.

An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.

An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment. And yet the bigger and apparently more successful an organization gets to be, the more will inside events tend to engage the interests, the energies, and the abilities of the executive to the exclusion of his real tasks and his real effectiveness in the outside.

this book itself is not a book on what people at the top do or should do. It is addressed to everyone who, as a knowledge worker, is responsible for actions and decisions which are meant to contribute to the performance capacity of his organization.

He looks up from his work and outward toward goals. He asks: "What can I contribute that will significantly affect the performance and the results of the institution I serve?" His stress is on responsibility.

Knowledge workers who do not ask themselves, "What can I contribute?" are not only likely to aim too low, they are likely to aim at the wrong things. Above all, they may define their contribution too narrowly.

Each member of the enterprise contributes something different, but they must all contribute toward a common goal.

a knowledge worker, is responsible for actions and decisions which are meant to contribute to the performance capacity of his organization. It is meant for every one of the men I call "executives.

An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.

And you seem to spend a lot of energy on the question of how to be successful. But that is the wrong question." He paused, then like the Zen master thwacking the table with a bamboo stick: "The question is: how to be useful!" A great teacher can change your life in thirty seconds.

Effective executives focus on outward contribution. They gear their efforts to results rather than to work.

The focus on contribution counteracts one of the basic problems of the executive: the confusion and chaos of events and their failure to indicate by themselves which is meaningful and which is merely "noise." The focus on contribution imposes an organizing principle. It imposes relevance on events.

3. Individual self-development in large measure depends on the focus on contributions. The man who asks of himself, "What is the most important contribution I can make to the performance of this organization?" asks in effect, "What self-development do I need? What knowledge and skill do I have to acquire to make the contribution I should be making? What strengths do I have to put to work? What standards do I have to set myself?" 4.

What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?

thus, as the organization grows, an increasing proportion of energy diverts to managing the internal mass rather than contributing to the outside world. Combine this with another Druckerian truth: The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players.