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).

 

 

 

The Future of Knowledge Work: What Drucker can teach us

By Karen Linkletter Ph.D. • November 19, 2024
Interview with Karen Linkletter at the 16th Global Peter Drucker Forum 2024  Video Interview

The Specifics of Management of the Knowledge Worker

By Ryan Lee • November 7, 2024
Nowhere is management theory demanded more than in managing the knowledge worker, and yet nowhere is management theory more inadequate in addressing a field’s issues than in knowledge work. This is the point Peter Drucker posited in his work Management Challenges for the 21st Century (1991), and to resolve it he came up with six factors that determine the productivity of the management worker. Among these, his final point that management workers “must be treated as an ‘asset’ rather than a ‘cost’” by any given organization is an important concept1. While it only gradually emerged within management theory over the century, it is crucial for any employer and any government to understand and apply if they are to retain a competitive advantage going into the future. Historically, management theory has been about improving the output of the worker through banal efficiency: how to increase the production of steel per head, how to increase the production of cars per hour, how to minimize deficient products, etc. In all these considerations, the worker is a disposable resource. When he is hired, he is set to a particular task that is typically repetitive and thus easily taught, and when he is not needed because of shortcomings in his work, company difficulties, or automation, he is laid off. Referred to as “dumb oxen”, workers were seen in management theory as machines to have productivity squeezed out of. The shift from a majority manufacturing to service-based economy during the first half of the twentieth century changed this dynamic to some extent. The American postwar economic boom introduced the office worker as a common source of employment. This trend continued throughout the conglomerate era of the 1960s and was helped by the decline of the American manufacturing industry in the 1970s. Now in a stage dominated by service and knowledge work, the American economy must approach management differently. The aforementioned cost-asset shift is a demonstration of why this is so, as Drucker’s emphasis on the knowledge worker’s autonomy means that they wield control, not only within their job but over who they should work for as well. This in addition to the high-capital nature of knowledge workers means that the old management theory approach to labor as disposable will backfire catastrophically for any company that tries it with their knowledge workers. It is also important to remember the demographic trends of the United States, and more so the world, in considering why the cost-asset shift is vital. For all of human history until some fifty years ago, population was considered to be in tandem with economic power, given larger populations yielded larger labor forces and consumer markets. Economic growth was thus also correlated with population growth, demonstrated by the historic development of Europe and the United States and the more recent examples of the developing world. Consequently, the worldwide decline in fertility rates, and the decline in population numbers in some developed countries, signals economic decline for the future. In the labor market, smaller populations mean fewer jobs that produce for and service fewer people. Although the knowledge worker has grown in proportion to the total labor market, these demographic declines will affect knowledge workers as well, meaning employers will have a vested interest in retaining their high-capital labor. To enforce this, the cost-asset shift will have to come into play. The wants and needs of the knowledge worker pose a unique challenge in the field of management. Autonomy, for the first time, can be regarded as a significant factor affecting all other aspects of this labor base. What good does a large salary provide a knowledge worker if they don’t feel that they are welcome at an institution? How would they perceive that their work is not being directed towards productive pursuits at their corporation, especially given the brain work and dedication given to it? Of course, the fruits of one’s labor has been a contentious issue in management ever since compensation and workers’ rights became a universal constant with the Industrial Revolution, but this is augmented by the knowledge worker’s particular method of generating value. Given that Drucker poses their largest asset and source of value as their own mind, they will intrinsically have a special attachment to their work almost as their brainchild. Incentivizing the knowledge worker is also only one part of this picture. Per Drucker, the knowledge worker’s labor does not follow the linear relationship between quantity invested and returned. The elaborate nature of knowledge work makes it heavily dependent upon synergy: the right combination of talent can grow an organization by leaps and bounds, while virtually incompatible teams or partnerships can render all potential talent useless. And the human capital cost of the knowledge worker, both in their parents and the state educating them and in cost to their employers, is astronomical compared to all previous kinds of labor. In conclusion, the needs and wants of the knowledge worker must be met adequately, especially in the field of management. Management must almost undergo a revolution to adapt to this novel challenge, for the knowledge worker is the future of economic productivity in the developed world. Those employers that successfully accommodate the demands of this class of talent will eventually reign over those that do not accept that this is the direction economic productivity is headed.  References Drucker, P. F. (1991) Management Challenges for the 21st Century. Harper Business.

The Wisdom and Continuing Relevance of Peter Drucker

By Michael Cortrite Ph.D. • November 7, 2024
What is wisdom? The dictionary says it is knowledge of what is true and right coupled with just judgment as to action. Jennifer Rowley reports that it is the “ability to act critically or practically in a given situation. It is based on ethical judgment related to an individual's belief system.” (Rowley 2006 p. 255). So, wisdom seems to be about deciding on or doing an action based on moral or ethical belief in helping other people. This clearly describes Peter Drucker and his often prescient ideas For the 100 th anniversary of Peter Drucker’s birth, Harvard Business Review dedicated its November 2009 magazine to Drucker. In one of the articles about Drucker by Rosabeth Moss Kanter (2009 p. 1), What Would Peter Say? Kanter posits that, Heeding Peter Drucker's wisdom might have helped us avoid—and will help us solve numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry’s failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. Meynhardt (2010) calls Drucker a towering figure in Twentieth Century management. He says no other writer has had such an impact. He is well-known to practitioners and scholars for his practical wisdom and common sense approach to management as a liberal art. Drucker believed that there is no how-to solution for management practice and education. Doing more of “this” and less of “that” and vice versa is not how Drucker suggests managers do their work. Rather, Drucker relies more on morality and the virtue of practical wisdom to solve problems related to organizations. The virtue that Drucker talks about cannot be taught. It must be experienced and self-developed over time. A good example of this is Drucker’s Management by Objectives (MBO). Drucker does not give technical advice on how to initiate MBO. Rather he wisdomizes his moral convictions that integrating personal needs for autonomy with the quest of submitting one’s efforts to a higher principle (helping people) ensures performance by converting objective needs into personal goals. (Meynhardt, 2010). Peter Drucker published thirty-eight articles in the Harvard Business Review (HBR) and seven times won the McKinsey Award presented annually to the author of the best article published during the previous year in HBR. No other person has won as many McKinsey awards as Drucker The former editor-in-chief of Harvard Business Review, Thomas A. Stewart, quotes Peter Drucker; “The few of us who talked of management forty years ago were considered more or less deranged.” Stewart says that this was essentially correct. Harvard Business Review's very mission is to improve management practice. Stewart says this mission is inconceivable without Drucker’s work. Drucker’s work in management planted ideas that are as fruitful today as they ever were. Stewart posits that each year, managers discover extraordinary and immediate relevance in articles and books that were written before they were born or even before their parents were born. Stewart (2016) tries to answer the questions: Why does Drucker’s work endure? and Why is Drucker still relevant? First, was Drucker’s talent for asking the right questions. He had an instinct for being able to not let the urgent drive out the important, for seeing the trees, not just the forest. This allowed him to calmly ask pertinent questions that encouraged clients to find the proper course to take. Secondly, Drucker was able to see whole organizations. Instead of focusing on small particular problems. Ducker had the ability to find the overarching problem as well. Stewart uses Drucker’s 1994 HBR article, The Theory of the Business to make this point. Many people were trying to analyze the problems of IBM and General Motors by looking for root causes and trying to fix the blame. Drucker, on the other hand, argued correctly that the theories and assumptions on which they had managed successfully for many years were outdated. This article is as relevant today as it was in 1994 because Drucker took the “big picture view.” And no one else has ever been so skillful at describing it. Thirdly, starting in 1934, Drucker spent two years at General Motors with the legendary Alfred P. Sloan, immersed in the workings of the automaker and learning the business from within. This allowed him to talk with authority, but he has always stayed “street smart and wise.” This mentoring helped give Drucker the gift of being able to reason inductively and deductively. He could infer a new principle or a theory from a set of data or being confronted with a particular problem; he could find the right principle to apply to solve it. Drucker’s first article published in HBR, Management Must Manage, challenged managers to learn their profession not in terms of prerogatives but in terms of their responsibilities, to assume the burden of leadership rather than the mantle of privilege. Many in the management/leadership field probably found Drucker to be “deranged,” but in 2024, this is important advice for leader (Stewart 2006). Just a few more of Drucker’s ideas that seemed well outside the mainstream when he proposed them but are standard practice today include: Managing Oneself, Privatization, Decentralization, Knowledge Workers, Management by Objectives, Charismatic Leadership Being Overrated, CEO Outsize Pay Packages, and Enthusiasm of the Work of the Salvation Army (Rees, 2014). Clearly, Drucker remains relevant! References: Kanter, R. 2009. What would Peter say? Harvard Business Review. November, 2009. Meynhardt, T. 2010. The practical wisdom of Peter Drucker: Roots in the Christian tradition. Journal of Management Development Vol. 29. No. 7/8. Rees, M. 2014 The wisdom of Peter Drucker. Wall Street Journal. Dec. 12, 2014. Rowley, J. 2006. Where is the knowledge that we have lost in knowledge? Journal of Documentation. Vol. 62, Iss. 2. 251-270. Stewart, T. 2006. Classic Drucker. Editor Thomas A. Stewart. Harvard Business School Publishing Corporation.
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