Major Lessons Learned From a Year With Peter Drucker, Eleventh In a Series of Twelve
What Would Peter Drucker Say About Power of Purpose?
A Frequently Asked Question from Ask Bob, The Effectiveness Coach®
This past year we have explored the book, A Year with Peter Drucker which is devoted to helping you become a more effective leader of your organization.
One of Peter Drucker’s favorite organizations was The Salvation Army. During our journey through A Year With Peter Drucker we learned some of the reasons why. Drucker liked the Army because of its simple mission, working “with the poorest of the poor and the meanest of the mean,” and its effectiveness in meeting human needs – its eagerness to take on the difficult social projects such as treating drug and alcohol addition, developing troubled young people, providing prisoner probationary services, and dealing with some of the other very difficult social problems in the United States.
In these social areas The Salvation Army often achieves results that government has difficulty achieving. It meets needs as they occur and depends on the enormous generosity of the American people to continue to provide funding for unmet needs, thus practicing “just-in-time funding.” As the size of its projects grows and its organization expands, it continues to scale up its capacity to lead and manage by mapping Drucker’s teachings onto its organization. It is an example for all of us to follow.
I will always remember the key points from his book, The Effective Executive (1966) which put me on a transformational path and became the foundation upon which I built Effectiveness, Inc. now in its 41st year. After fifty years, the following principles are still relevant today, if not more so. Am effective executive . . .
1) Knows where their time goes. Time is the most valuable resource and is inelastic. You must continually ask yourself, “What has priority? What is better left undone? What can be outsourced?”
2) Focuses on results (not effort) by asking, “What do I do that justifies my being on the payroll?”
3) Staff to people’s strength (not the absence of weakness). Begin by asking, “What is the purpose of the job to which they are assigned? What are their strengths and how can I optimize that capacity?”
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Coming in the Next Issue—the last in this series!
What Would Peter Drucker Say About Success to Significance?
A Year with Peter Drucker: 52 Weeks of Coaching for Leadership Effectiveness,
in which Joseph Maciariello distills the essence of Peter Drucker’s personal
mentorship program, is available from Amazon.
Bob Moore, CMC®, is CEO of Effectiveness, Inc. and
Managing Principal of The Talent Management Institute.