Management as a Liberal Art Research Institute

Build Your Strengths into Success

William A. Cohen Ph.D.

PUBLISHED:

December 13, 2023

Peter Drucker wrote that though most people think they know their strengths, they are almost invariably wrong.  Yet building on strength is of great importance. Focusing on a minor strength and missing a major one or spending too much time in eliminating a weakness which is  unimportant and irrelevant can cause us – in the common vernacular – “to miss our calling” or at least to miss the opportunities in many situations which lead to success.

 

How to Positively Identify Your Strengths

Drucker said there was only one way to identify your strengths. He called it “feedback analysis.” He said that in a short time you would be able to identify your own specific strengths. Moreover he promised that you’d be surprised to discover what your strengths actually are by using his methods.

 

Drucker’s methodology was simple. Whenever you must take an important action or make a major decision, write down the outcome that you expect from the action or decision you have made. When whatever results are achieved, compare them with those you had expected and wrote down. If expected and actual results are the same or close, you have a definite strength and you should exploit it and even make it stronger. This system works because you will almost always, be able to predict an outcome accurately if you demonstrate a strength in performing this action. Continue to do this when you perform similar actions and after awhile a clear picture confirming your strengths will emerge.

 

Obtaining Confirmed Knowledge Regarding Your Strengths with This Method

Drucker maintained that this knowledge which he termed “action conclusions” would result in your determining your real strengths. Drucker identified potential action conclusions you should look for that lead to success. Here are a few.

 

1.  Your strengths achieved something spectacular which was unexpected and greater than your already developed skills in another field.

Beautiful and well-known movie actress of the 1930s and 1940s, Hedy Lamarr, was born in Vienna, Austria. Her real name was Hedwig Eva Maria Kiesler. She had fled to Hollywood to escape the Nazis. She made lots of films both in the U.S. and Europe. However, Ms. Lamarr  discovered that she was also a math prodigy. She became co-inventor of wireless technology used in both Bluetooth and the cell phone. She was even inducted into the U.S. National Inventors Hall of Fame in 2014.

 

Ms. Lamarr made 32 films, one of which won several Academy Awards. However, her considerable technical abilities and the technology she invented was amazing and won her as much fame as a scientist as her acting abilities on the Silver Screen. Only she would be able to answer the question as to whether she chose wisely in spending time in science over acting, but the results she achieved in a career as a scientist were considerable. It is estimated that her invention of what became known as “frequency hopping” was worth $30 billion, and it helped the U.S. in the Second World War. Her technical work was also the foundation of modern-day WiFi, GPS, and Bluetooth communication systems.

 

2.  Strengthen your strengths

Steve Jobs didn’t turn his computer genius and imagination into party games. Many do. He surpassed computer games and his imagination, business and leadership abilities gave computers more and more capabilities. He never stopped . . and his abilities did much in starting a new industry.

 

3.  Avoid intellectual arrogance.

Drucker warned that overwhelming knowledge in only one area to the exclusion of all else psychologically sometimes blocked intellectual developments in other areas.  Drucker said such people with unknown  strength in many fields frequently demonstrated limited performance in only one field because they excluded knowledge from other fields needed to supplement little used strengths which they never exploited.

 

4.  Remedy your shortcomings or bad habits.

If you have serious problems, fix them. If your best work isn’t done because you have drinking problem, don’t drink. Or if being out of shape and overweight limits your success, take the actions you need to put things right.

 

5.  Social skills may be more important than you think.

How many bright, knowledgable people fail to achive what they can because they ignore simple social graces? Drucker called manners the “lubricating oil” necessary for best practice and needed for getting the full support of others in your activities. Don’t ignore them!

 

6.  Don’t take on assignments for which you are not yet competent or qualified.

Don’t act as a Chinese interpreter unless you speak and understand Chinese. A no-brainer? Yes, yet how many ambitious managers without the requisite knowledge or experience use office politics to get ahead by going after every opportunity, ready or not. They may succeed in getting a good job, but their incomplete knowledge or experience frequently result in less success than they might have attained. They often move ahead less rapidly than if they were better qualified or develped abilities they should have attained first.

 

7.  Don’t waste time and effort  raising your performance in areas

which do not give you a significant advantage. Jack Welch grew GE 4000% during his tenure as CEO not by squeezing small change out of every profitable business, but by selling off or closing every GE business, including those that were profitable, but for any reason  could not become number one or two in its industry.

 

8.  Use your imagination and dream. Prepare, and then take action.

 I was fortunate enough to meet and become friends with world-famous entrepreneur. E. Joseph Cossman. He was the inventor and promoter of Cossman “Ant Farms” and many other unique toys and gadgets from which he made a fortune. Like thousands of others, he entered the Army for World War II. With no college education and working in whatever job he could during the Great Depression which preceeded the war, he was assigned a job in the Army based on abilities but limited experience. 

 

This experience, his imagination and dreams of getting in business was all he had when the war was over and he was discharged. However, he took a course in writing to prepare himself for getting a job in the import-export field. On discharge he wrote and prepared a brochure addressed to companies in his hometown area that were engaged in world trade.

 

His competitors for a job in world trade potentially were as many as 16 million fellow veterans, if that many were looking for jobs in world trade. However, I think you will agree that that the following description of himself was totally unique, even if competitors seeking a similar job in world trade had attended one of the conutry’s best business schools. No one else wrote anything like this:

 

DO YOU WANT 180 LBS OF RAW MATERIAL?

Now ready for civilian service

RELEASED BY THE ARMY ONLY TWO WEEKS AGO

Ambitious – Able – Capable

THIS ITEM COMES IN ONE-SIX-FOOT LENGTH

and has been

SEASONED FOR TWENTY – EIGHT YEARS!

Operating expenses shared by

G.I. BILL OF RIGHTS

No Strings Attached

NO OBLIGATION TO YOU!

You can get immediate delivery

MAIL ENCLOSED FOR FREE INSPECTION!

Thank You!

 

Needless to say, Cossman was soon hired and it was only one year before he began his first successful business venture exporting a unexciting product in short supply in Europe and Asia at the time - laundry soap! I liked this short ad that he wrote so much that I asked him to include it in a book we did together called Making It!, published in 1994 by Simon and Schuster.

 

 

 

References

A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher by William A. Cohen (AMACOM, 2008)

 

Making It! by E.Joseph Cossman and William A. Cohen (Simon and Schuster, 1994)

 

Peter Drucker’s Way to the Top: Lessons for Reaching Your Life Goals by William Cohen (LID, 2019).

 

How I Made $1,000,000 in Mail Order – and you can too! By E. Joseph Cossman (Simon and Schuster, 1963,1984).

 

 

 


By Byron Ramirez Ph.D. March 7, 2025
Motivation and performance in the workplace have been the subject of extensive research, yet a comprehensive understanding of their complexities remains elusive. While many organizations recognize the importance of motivation in driving employee performance, a significant number still approach motivation through simplistic, linear models that fail to capture its depth. Traditional methods, such as annual performance reviews with occasional praise or monetary bonuses, may have some impact, but they are often insufficient in fostering long-term employee engagement and sustained productivity. The relationship between motivation and performance is intricate, requiring a more nuanced and strategic approach from organizations. Motivation plays a crucial role in organizational sustainability. When employees are motivated, they exhibit higher levels of productivity, creativity, and commitment, all of which contribute to an organization’s long-term success (Ryan & Deci, 2000) and sustainability. However, many organizations continue to rely on outdated methods that focus primarily on the provision of extrinsic rewards. While financial incentives, such as salary increases and bonuses, can have a positive impact, research indicates that their effect on motivation is often temporary (Deci, Koestner, & Ryan, 1999). Once the external reward is removed, motivation levels tend to return to their previous state, highlighting the limitations of this approach. In contrast, organizations, and more specifically managers who have invested in fostering an environment that develops genuine engagement and trust, thus increasing motivation within their teams, have recognized the importance of intrinsic rewards. Intrinsic motivation, which arises from within the individual, is driven by factors such as personal growth, job satisfaction, and a sense of purpose (Pink, 2009). Employees who find meaning in their work and feel a sense of autonomy are often more engaged and perform better than those who are solely motivated by external incentives. This aligns with Self-Determination Theory, which emphasizes the role of autonomy, competence, and relatedness in fostering motivation (Deci & Ryan, 1985). Moreover, this also is consistent with the philosophy of Management as a Liberal Art which highlights the importance of independent decision-making. Despite the emphasis on extrinsic rewards, research suggests that human beings are only driven by them to a certain extent. Herzberg’s Two-Factor Theory (1959) highlights this by distinguishing between hygiene factors (such as salary and job security) and motivators (such as achievement and recognition). While hygiene factors can prevent dissatisfaction, they do not necessarily lead to increased motivation. Instead, true motivation stems from intrinsic factors that align with an individual's values, aspirations, and personal goals. Not every employee seeks to climb the corporate ladder; some may find fulfillment in mastering a specific skill, contributing to a meaningful project, or maintaining a healthy work-life balance. As a result, managers must move beyond a one-size-fits-all approach and develop a deeper understanding of the psychology behind motivation. Recognizing individual differences and tailoring motivation strategies to align with employees’ unique needs can lead to greater job satisfaction and improved performance (Gagné & Deci, 2005). This means fostering a work environment that promotes autonomy, provides opportunities for growth, and acknowledges employees’ contributions in meaningful ways. Organizations should also consider the long-term implications of their motivation strategies. Rather than merely offering short-term incentives, they should invest in creating a workplace culture that values intrinsic motivation. This can be achieved through leadership development programs, mentorship opportunities, and fostering a sense of community within the organization. When employees feel valued and supported (and listened to), their motivation is more likely to be sustained, ultimately benefiting both the individual and the organization as a whole. One effective strategy is providing employees with opportunities for continuous learning and professional development. Organizations can offer training programs, workshops, and tuition reimbursement to help employees acquire new skills and expand their expertise. When employees see that their company is invested in their growth, they are more likely to remain engaged and committed to their work. Furthermore, providing employees with challenging yet attainable goals can foster a sense of accomplishment and reinforce their intrinsic motivation. Additionally, fostering a culture of recognition and meaningful feedback is essential. While monetary rewards can provide temporary satisfaction, genuine appreciation and acknowledgment of employees' contributions create a lasting impact. Managers can implement regular check-ins, peer recognition programs, and public acknowledgments of achievements to make employees feel valued. When employees receive positive reinforcement for their efforts, they are more likely to stay motivated and take pride in their work.  While financial incentives and extrinsic rewards have their place in workplace motivation, they are not a panacea for enhancing performance. Motivation is a complex and deeply personal phenomenon that requires organizations to adopt a more holistic approach. By understanding the interplay between intrinsic and extrinsic motivation and recognizing the unique aspirations of employees, organizations can create an environment that fosters sustained motivation and long-term success. Investing in the psychological and professional well-being of employees is not just a moral imperative but a strategic necessity for organizational sustainability. References Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668. Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media. Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362. Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
By Michael Cortrite Ph.D. February 26, 2025
In 1995 Daniel Goleman published a groundbreaking book which introduced the leadership/management discipline to emotional intelligence.The book is Emotional Intelligence: Why it can matter more that IQ (Bantam 1995). Over the last 30 years more than 20 book and hundreds of papers have been published on emotional intelligence (abbreviated as EQ) extolling its effectiveness as a leadership concept. Many of the books were authored by Goleman with his co-writers Richard Boyatzis and Annie McKee. Given the current political climate in the United States and the world, the concept of EQ may be even more relevant today than it was 30 years ago. EQ shows an incontrovertible link between a leader’s emotional maturity and their performance as a leader. In the words of Daniel Goleman, “The research on EQ shows that the ‘good guys’—emotionally intelligent men and women—finish first” (Goleman, et al. p.169. 2001). Just as Peter Drucker’s insistence on self-knowledge and the knowing of one’s strengths and weaknesses is the starting point in his essay, Managing Oneself (1999), EQ starts with knowing yourself, including your weaknesses and strengths, and especially your emotions. Drucker also talked about values and manners. Manners is all about people working in close contact with each other and therefore naturally causing friction. He said that workers must be able to cooperate and treat each other with courtesy and respect. In order to do this, they must look inward to make sure they use words like thank-you and please and they know their co-workers’ names and even the names of their family members. He didn’t specifically use the word emotions but was writing about a basic form of emotional intelligence. Goleman, et al. (2001) lists the four components of emotional intelligence in action: 1. Self-awareness: The ability to read your own emotions. Knowing how your moods are affecting others. 2. Self-management: The ability to control your emotions. Don’t let bad moods seize the day; leave them outside the office. 3. Social awareness: The ability to sense other people’s emotions and show that they care. Understand how your words and actions affect other people and be able to change them when their impact is negative. 4. Relationship-management: The ability to build strong personal bonds and use these skills to spread their enthusiasm and solve disagreements, often with humor and kindness. It should be noted that Diamantidou et al. (2024) found a strong link between emotional intelligence and transformational leadership that translates to a positive organizational culture and thus increased organizational effectiveness. In late 2024, Pixar released an animated movie, Inside Out 2. It is a sequel to the movie Inside Out. It is already the highest grossing animated movie in history. The movie is based on emotional intelligence. Daniel Goleman praised the movie and said, it is clever and moves the field of social-emotional learning forward. The leadership literature cites many examples of the value of using films to teach leadership. Wiliams (2006) posits that because films are memorable and a catalyst for thought and discussion, there is always rich dialogue generated, and a better understanding of the concept being taught after watching the movie. The characters in the movie are Riley (the human) and Joy, Sadness, Anger, Fear, Disgust, and Anxiety (the emotions). Chatbot (2024) explains that watching the movie can help leaders by dramatically showing how emotions influence both personal and social interactions. The movie also depicts such emotional intelligence concepts as self-awareness, self-management, building empathy, the power of vulnerability, leading by example, and the benefits of transparency. REFERENCES: Chatbot, H. How Inside Out 2 Can Improve Your Leadership Skills. Entrepreneurial Leadership. July 30, 2024. Diamantidou, V., Kaitelidou, D., Kalakairinou-Anagnostopoulou, A., and Galanis, P. Organizational Culture, Transformational Leadership and Emotional Intelligence. Journal of International Caring Services Vol. 17 (2). May/August 2024. 1190-1196. Drucker, P. Managing Oneself. (1999) In HBR book, On Managing Yourself. pp. 13-32. Goleman, D., Boyatzis, R., and McKee, A. (2001). Primal Leadership: The Hidden Driver of Great Performance. In HBR book, On Managing Yourself. pp. 169-188. Wiliams, J. Pirates and Power: What Captain Jack Sparrow, His Friends, and His Foes Can Teach Us About Power Bases. Journal of Leadership Education Vol. 5 (2). Fall 2006. 
By Mehak Suri February 25, 2025
Drucker’s claim that “reliance on the expert to predict the outcomes of technology is born out of hubris” (Drucker, 1969, p. 524) still holds and will likely continue to be the same. Each development is caused by and leads to several factors, “each independent in its origins,” with the “outgrowth of a separate discipline with its own experts” (Drucker, 1969, p. 524). Aristotle’s syllogisms (a kind of logical argument) are the reason ChatGPT exists today. The statement above sounds bizarre, but Boolean logic was invented in the 1800s to mathematically represent syllogisms. Claude Shannon, in 1937, demonstrated the use of Boolean algebra in designing electrical circuits, which paved the way for GPUs, programming, digital computers, and AI systems like ChatGPT. Claude Shannon could not have predicted that his design of electrical circuits would someday contribute to the fragmentation of human interaction (social media), digital overload and decision fatigue (social media), erosion of creativity through AI-assisted writing, and increased energy consumption and pollution (large AI models lead to high electricity usage and carbon emissions from data centers). This indicates that “the impacts of technology are often quite indirect and by-products rather than main products” (Drucker, 1969, p. 524). Sometimes, even the most direct use cases of modern technology have unintended adverse consequences, leading to “the cost being more than the worth” (Drucker, 1969, p. 523). The Computerized Provider Order Entry (CPOE) systems in healthcare were designed to reduce medical errors and improve the quality of patient care. However, studies have shown unintended net adverse effects due to clinicians’ overreliance on this technology and diminished critical thinking. CPOE systems with inbuilt clinical decision support (CDS) help clinicians by providing “notifications of drug-drug interactions, warnings about allergies, recommendations for clinical guideline compliance, and more” (Campbell et al., 2007, p. 96). For example, anticoagulants and aspirin are usually not prescribed together. However, this combination is often used for heart protection benefits in coronary care. In this context, using these two drugs together would be helpful, but the CPOE system would trigger an alert warning the clinician. If the clinician relies exclusively on CPOE, they may remove one of the two drugs from the therapy, increasing the potential risk to the patient (Campbell et al., 2007). Going back to the previous example, even if Claude Shannon could foresee all the negative impacts of technological advancements stemming from his invention, he would not have stopped his development, as there were foreseeable immediate and long-term net-positive outcomes, too. As Drucker puts it, in this new age of technology, we need new decision-makers and decision-making processes built on understanding the history and dynamics of technology instead of focusing on predicting the outcomes of technology or determining what is right or wrong (Drucker, 1969).  References Drucker, P. F. (1969). Comment: Is Technology Predictable? Technology and Culture, 10(4), 522-527. https://doi.org/10.2307/3101571 Campbell, E. M., Sittig, D. F., Guappone, K. P., Dykstra, R. H., & Ash, J. S. (2007). Overdependence on technology: an unintended adverse consequence of computerized provider order entry. AMIA Annual Symposium Proceedings, 2007, 94-98.
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