A Class with Drucker - Headway | Work on yourself

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DRUCKER’S PRINCIPLES OF SELF-DEVELOPMENT ■ 237 I do not know at what point <strong>Drucker</strong> decided to become the world’s foremost management thinker, if he ever did. However, I believe his intent was to make the maximum contributions that he could, given his abilities. He decided on the general background that put him on this path and “his business” was decided fairly early in his career. As I mentioned in an earlier chapter, Peter decided not to go to the university immediately after completing the Austrian equivalent of high school. Moreover, he spent a full year at a business trade apprenticeship; which on completing that assignment, he left the trade. I suspect that it was even this early that he realized “what business he was in” and began work on developing himself and preparing for his goal in this general area. I recall reading during the time I was his student that someone who knew <strong>Drucker</strong> before he came to the U.S. had written that <strong>Drucker</strong> always knew he wanted to become a professor, business writer, and corporate consultant. By the way, this individual had not meant this to be complimentary to Peter, but rather to imply that since he planned his career ahead of time, he had somehow done something devious. As we saw earlier, planning is an essential step to taking the right actions and making contributions in any profession. It escapes me how anyone could think this to be a negative. However, if true, it confirms my speculation that Peter decided fairly early on the course of his life’s work. This does not mean that if someone fails to find his life work early on, all is lost and one is forever limited. There are those that have identified “their business,” fairly early, and equally as many who have not done so until midcareer, or even until late in life. Who would have thought that “spaghetti western” actor Clint Eastwood would develop into an Academy Awardwinning film director, or that a retired restaurant worker living on social security, Harland Sanders, would found the worldwide Kentucky Fried Chicken (KFC) company. Still, that is exactly what happened in both cases. <strong>Drucker</strong>’s Four Vehicles of Self-Development Peter employed four main vehicles for self-development. These were reading, writing, listening, and teaching. He read constantly throughout his career. He gave extensive reading as his source of his wide-ranging knowledge in an all-embracing variety of different fields of human interest and disciplines. There is a saying that you don’t have it until you write it down. Peter himself stated that writing was the foundation of his career. Again, he
238 ■ A CLASS WITH DRUCKER practiced writing from very early on in his career. Did he write for himself? Possibly. As a writer, I think maybe all writers write for themselves . . . for their own pleasure and to clarify their ideas. However, they wish to publish what they write for a variety of reasons, including to persuade others, to make a contribution, for a feeling of accomplishment, or perhaps for the income. I think <strong>Drucker</strong> wanted to make his point <strong>with</strong> those he sought to convince or persuade. That it brought him fame and celebrity in the business world was probably only a by-product. In addition, he wrote in many different fields besides management, politics, and economics. He once said that on arriving in the U.S., he wrote articles on travel for a popular magazine. In any case, he definitely used writing as a vehicle for his selfdevelopment. One doesn’t normally include listening as a vehicle for self-development, although there is little doubt that Peter used listening in this way. He spoke about intellectual conversations he was allowed to participate in <strong>with</strong> visitors to his parent’s home while he was still a teenager. He considered these and later conversations <strong>with</strong> others as important. However, he went further. He was one of the first people to understand the importance of what today is termed “self-talk.” On one occasion in class, he was asked how he was able to make a certain statement which later proved to be accurate, although at the time he had made it “everyone knew” that he was in error and that the opposite was bound to occur. “I listened,” he told us, “to myself.” This comment, of course, amused his students, but I suspect he was speaking accurately. To amplify on this vehicle, psychologists today tell us that everyone continually communicates by talking to oneself. Peter had discovered what we now know: it is important for us to listen to what we say! Although Peter probably decided on university life for other reasons, he used his teaching as a self-development vehicle for himself. He told us that “the best way to learn is to teach,” and that “I teach to find out what I think.” The latter statement, of course, resulted in a good laugh. Like writing, teaching requires extensive preparation and organization of ideas. Moreover, because in the traditional classroom it is done in a public setting, teaching provides the additional motivation of having to get it right or suffering public embarrassment, even humiliation. All good teachers recognize this, and Peter was definitely a good teacher.
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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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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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The assembly line, especially the m
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ETHICS, HONOR, INTEGRITY, AND THE L
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C H A P T E R E L E V E N You Can
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YOU CAN’T PREDICT THE FUTURE ■
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experience, and know-how, financial
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C H A P T E R T W E L V E We’re A
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WE’RE ALL ACCOUNTABLE ■ 135 “
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WE’RE ALL ACCOUNTABLE ■ 137 wor
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WE’RE ALL ACCOUNTABLE ■ 139 The
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WE’RE ALL ACCOUNTABLE ■ 141 hap
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C H A P T E R T H I R T E E N You M
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YOU MUST KNOW YOUR PEOPLE TO LEAD T
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PEOPLE HAVE NO LIMITS, EVEN AFTER F
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C H A P T E R F I F T E E N A Model
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A MODEL ORGANIZATION ■ 175 In cla
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A MODEL ORGANIZATION ■ 177 marsha
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A MODEL ORGANIZATION ■ 179 Squadr
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A MODEL ORGANIZATION ■ 183 and th
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A MODEL ORGANIZATION ■ 185 Howeve
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