A Class with Drucker - Headway | Work on yourself

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YOU MUST KNOW YOUR PEOPLE TO LEAD THEM ■ 157 duties in his company. Once a year the company and every organization in it conducted a savings-bond drive. No one wanted the additional work of persuading the organization’s employees to sign up for additional bond deductions from their paychecks and keeping the records this effort required. Since no one wanted the job, they assigned these duties to the most junior engineer, or sometimes to a secretary. Most people assigned this project did the minimum work possible and made no serious attempt at convincing people to make additional investments. Predictably, results were generally very poor. However, this young man was different. Given the unwanted assignment, he really took charge. He convinced every engineer and manager in his department that was working on location to buy more bonds. But he didn’t stop there. He called all over the country to talk to company engineers who were traveling. He motivated them by telling them that they could be the top organization in competing <strong>with</strong> other departments in the company for bond purchases. At first, many of the veteran engineers bought bonds because his enthusiasm and sincerity amused them. Then, almost in spite of themselves, they got caught up in the competition. No one had ever appealed to them in this way before. Of course, this organization finished first in bond purchases in the company by a large margin. That wasn’t the end of it. The department head noticed that although savings bonds had very little to do <strong>with</strong> engineering, the bond drive had helped to increase productivity. People just seemed to feel better about themselves as members of the organization and wanted to perform better. When they actually won this competition, which no one had ever taken seriously before, they really felt good! The president of the company noticed the unusual bond drive results and was impressed. He asked the engineering department manager about them. Shortly thereafter, an opening for a junior manager of a small project appeared. The department head remembered the young engineer’s success at organizing the bond campaign and selling bonds. He knew that if this engineer could accomplish so much <strong>with</strong> a bond drive, he probably could do the same <strong>with</strong> a project in his own profession. The young man was promoted over twenty other engineers who had more seniority in the company for this small engineering project. He did so well in this job that when the next opportunity came up, he was promoted again. All of this was years ago. The young engineer went on to
158 ■ A CLASS WITH DRUCKER even greater success, eventually including a company presidency. I’ve often thought about management’s success in discovering this young engineer’s leadership abilities so early. Perhaps they should have considered using the bond drive and other similar opportunities to help them better get to know their people and their potential for early promotion. EXTERNAL PROFESSIONAL ACTIVITIES There are leadership positions in all sorts of professional organizations outside of a company’s activities, as well as opportunities to demonstrate professional leadership by writing articles for publication in professional journals. Make certain that external professional activities like these are promoted in your organization. When someone is active as an accountant, engineer, salesperson, marketer, or human resources worker in a professional organization, take note of it. Write a letter of congratulations, publicize and encourage these activities. Your paying attention to what people are doing demonstrates that you are taking the time to know them. It rewards their extra work and contribution, and it also helps give your organization a good name. EXTERNAL SOCIETAL-BENEFIT ACTIVITIES An example of external societal-benefit activities might be a fund-raiser done outside the company for a good cause, cleaning up a park, or anything else that needs to be done and benefits society. Again, there are many opportunities to develop leadership here. These activities provide powerful opportunities for you to learn more about your workers. The only cautionary note is to be careful about stressing these activities to the extent that it takes away from the organization’s main mission. Done correctly, however, these activities can support the mission of your organization, as well as help you to really know and understand your people and to develop and make the best use of their talents. <strong>Drucker</strong> Lesson Summary There is little question that the leader of any organization of any size has an amazing impact on that organization and the outcome of whatever activity in which it is engaged. All of us have seen organizations that were previous failures, flourish when a new leader is put in charge. The new
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A C L A S S W I T H D R U C K E R
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A Class wi
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C O N T E N T S Acknowledgments and
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A C K N O W L E D G M E N T S A N D
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F O R E W O R D Bill Cohen was the
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core competencies, and we also chal
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I N T R O D U C T I O N Peter <stro
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C H A P T E R O N E How I Became th
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HOW I BECAME THE STUDENT ■ 3 retu
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HOW I BECAME THE STUDENT ■ 9 Duri
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C H A P T E R T W O Drucker
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DRUCKER IN THE CLASSROOM ■ 13 Mos
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DRUCKER IN THE CLASSROOM ■ 17 ant
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C H A P T E R T H R E E What Everyb
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WHAT EVERYBODY KNOWS IS FREQUENTLY
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SELF-CONFIDENCE MUST BE BUILT STEP-
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IF YOU KEEP DOING WHAT WORKED IN TH
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C H A P T E R S I X Approach Proble
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APPROACH PROBLEMS WITH YOUR IGNORAN
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C H A P T E R S E V E N Develop Exp
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DEVELOP EXPERTISE OUTSIDE YOUR FIEL
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OUTSTANDING PERFORMANCE IS INCONSIS
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THE OBJECTIVE OF MARKETING ■ 97 A
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THE OBJECTIVE OF MARKETING ■ 99 T
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THE OBJECTIVE OF MARKETING ■ 101
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BASE YOUR STRATEGY ON THE SITUATION
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C H A P T E R E I G H T E E N How t
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HOW TO MOTIVATE THE KNOWLEDGE WORKE
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What Do You Think Motivates <strong
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everyone gets them for the good of
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C H A P T E R N I N E T E E N <stro
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DRUCKER’S PRINCIPLES OF SELF-DEVE
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As I mentioned in an earlier chapte
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AFTERWORD ■ 247 articulate truths
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N O T E S CHAPTER 2 1. Simon London
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NOTES ■ 251 4. David A. Kaplan,
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Aburdene, Patricia, 221 accountabil
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Grant, Ulysses S., 166 growth, 229
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professional journals, 158 professi
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