A Class with Drucker - Headway | Work on yourself

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YOU MUST KNOW YOUR PEOPLE TO LEAD THEM ■ 159 leader may have the same resources as the previous leader, or he or she may have more or less resources. It doesn’t seem to matter. What does matter is the leader himself. If it is the right person for the right job, frequently the turnaround is almost instantaneous. For leaders at all levels, what this means is that it is critical that you know your people, their capabilities and limitations, and how they are likely to react in any situation. The more you can do this, the better you are able to lead them. <strong>Drucker</strong> knew this, and he taught and practiced it. By getting to know the people, <strong>with</strong>out whom you will accomplish nothing, you can: ■ Know what’s going on in your organization every day. ■ Help those who need help. ■ Get help from those who can supply help. ■ Discover the real problems. ■ Uncover opportunities you didn’t know existed. ■ Praise and recognize those that deserve it. ■ Correct or discipline those that need it. ■ Get your word out fast. ■ Communicate your vision for the organization. ■ Insure everyone understands your goals and objectives.
C H A P T E R F O U R T E E N People Have No Limits, Even After Failure O ccasionally I have been asked whether the Peter Principle was one of Peter <strong>Drucker</strong>’s concepts. It was not. The Peter Principle came from a best-selling book of the same name, written by an academic named Laurence J. Peter. Moreover, Peter (<strong>Drucker</strong>, that is) thought the “Principle” was badly mistaken, easily disproved, and likely to lead to serious problems at many levels of management if the “Principle” were actually applied as presented. But I’m getting ahead of myself. In Peter’s class, we had been discussing staffing and the selection of senior executives. Peter gave us a case which we were to write up and later to discuss regarding a failed promotion. Basically, the case concerned a senior appointment as a deputy to the CEO of a corporation. The appointee, a man by the name of “Novak,” had a fine record of increasing responsibility over many years <strong>with</strong> the company. The CEO, who <strong>Drucker</strong> called “McQuinn,” felt that there was no question that this
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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 ■ 5 doct
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HOW I BECAME THE STUDENT ■ 7 “I
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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 ■ 15 <st
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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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The assembly line, especially the m
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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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