Peter Drucker’s Enduring Wisdom For Today’s Leaders

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If you want to gain more wisdom, put your knowledge to work.

Because ‘you cannot arrive at the right definition of results without significant input from your customers…’

A fundamental responsibility of leadership is to make sure that everybody knows the mission, understands it, lives it.’

‘Never subordinate the mission in order to get money.’

‘Our business is not to please everyone casually but to please our target customers deeply.’

Transformation requires moving people out of their old organizational boxes into flexible, fluid management systems.’

Leadership is a responsibility all members of the organization share, and it is circular.’

Concentration is building on success, strengthening what does work. The best rule is to put your efforts into your successes.’

‘If you have more than five goals, you have none.’

Planning does not substitute facts for judgment, nor science for leadership. It recognizes the importance of analysis, courage, experience, intuition-even hunch. It is responsibility rather than technique.’

Every interaction with a customer is now marketing. Marketing was once focused on the destination- and that destination was most likely a purchase. Marketing is now is about the customer journey, and customer expect you to be there to help them every step of the way- before, during, and after the purchase.’

Source:

Peter F, Drucker, Frances Hesselbein, and Joan Snyder Kuhl (2015). Peter Drucker’s Five Most Important Questions: Enduring Wisdom for Today’s Leaders

How To Lead Organizational Change Successfully

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Change is growth. No change, no growth. If you are not willing to change, you are not going to grow.

Change is doing things differently.

When it comes to changing your organization, according to Robert W. Jacobs, ‘Significant transformations call for the development of new structures, systems, practices, skills, and processes to support the successful institutionalization of these new ways of doing business.’

‘During real time strategic change events, leaders must use discretion in determining how much interpretation of the common database should be carried out by the large group.’

Leaders need to pay attention to the throttle of organizational change; keep closer than ever to stakeholders, especially internal ones; stay flexible; and continually review plans and progress.’

‘Cogent explanations of a leader’s own needs shape the purpose of the overall process and sometimes influence certain aspect of individual events.’

‘The leader of the change effort must sign up the top leadership they can provide for it.’

‘Organizational leaders must believe in what they are presenting.’

A system-wide paradigm shift needs to occur at some point in the process in order for a real time strategic change effort to succeed.’

Changes are made in how business gets done in the organization because everyone starts doing business differently.’

‘Change happens system-wide because everyone decides it is time.’

The only way to bring about significant change across the entire organization is for everybody- including you- to make it happen, to start doing things differently.’

Source:

Robert W. Jacobs (1994). Real Time Strategic Change: How to Involve an Entire Organization in Fast and Far-Reaching Change