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 Karen Linkletter Ph.D. January 6, 2025
On December 13, 2024, we lost a seminal management philosopher and theorist: Charles Handy. Like Peter Drucker, Handy was a social thinker and management theorist who emphasized the human side of work as more important than profits and valued individual growth and development in organizations. Handy was born in Ireland and studied at Oxford. In 1956, he went to work for Shell, working in Borneo, where he met his future wife, Elizabeth Hill. Disillusioned by corporate life, Handy left Shell in 1962 to study management at MIT in their executive program. Inspired by their humanistic approach, he returned to London in 1967 to start the London Business School. Handy knew Drucker and was a regular keynote speaker at the Global Drucker Forum in Vienna. The two men had much in common in terms of their approaches to management and social theory. Like Drucker, Handy became an author (although, unlike Drucker, Handy was a corporate executive before he turned to writing). Handy wrote not just on business but also society, serving as much as a social ecologist as Drucker was. In his pivotal book, The Age of Unreason (1989), Handy argued for the disruption of discontinuity – resulting in a new world of business, education, and work that was highly unpredictable. He rejected shareholder capitalism and saw the organization as a place for human purpose and fulfillment, based on trust. Like Drucker, Handy advocated federalism in organizations, disseminating authority and responsibility to the lowest possible levels. He also saw “the future that had already happened.” Handy coined the term “portfolio life,” where knowledge workers would increasingly work remotely and for multiple organizations. In the 1980s, he posited that society consisted of “shamrock organizations”: those that had three integrated leaves: full-time employees, outside contractors, and temporary workers. Handy thus foresaw the new “gig economy” and increasingly autonomy of knowledge work. Finally, like Drucker, Handy had a life partner who not only supported his career but was an independent woman with her own interests. Liz Handy, like Doris Drucker, was an entrepreneur who ran an interior design business, and later was a professional photographer and Charles’s business agent.  Minglo Shao, founder of CIAM, remembers Handy as a warm man who made several important contributions to what we see as the fundamentals of Management as a Liberal Art. We are thankful for Handy’s contributions to management theory and social thought, and for his legacy at the Global Drucker Forum in the form of the Charles and Elizabeth Handy Lecture Series.
By Richard and Ilse Straub with the Drucker Forum Team December 29, 2024
For 15 years, Charles Handy did us the enormous honor of choosing the Drucker Forum as a privileged platform for delivering his message to the world, and particularly to the younger generation in which he had such faith. Following up on our initial announcement of Charles’ passing Charles Handy (1932–2024) , we are honored to share a selection of his key contributions to the Forum with our wider community. Charles’ brilliant keynotes at the Drucker Forum have become legendary. Normally accessible only to members of the Drucker Society, from today they are available as recordings to the wider public for a period of 30 days. At the first centennial Forum in 2009, Charles talked about his debt to Peter Drucker while outlining his own fundamental management concepts that he had developed over the years. Two years later, he touched on the ideas of Adam Smith and demonstrated how much more to them there was than the celebrated “invisible hand” of self-interest. In his landmark closing address in 2017, pursuing a thread developed in his 2015 book The Second Curve, he called for a management reformation that would turn it into a tool for the common good – thus drawing the first contours of what we would announce six years later as the Next Management . We took to heart his exhortation not to wait for great leaders but “to start small fires in the darkness, until they spread and the whole world is alight with a better vision of what we could do with our businesses”. Management’s "second curve" will be the focus of the “Charles and Elizabeth Handy Lecture Series” in 2025. Following the loss of his beloved wife Elizabeth in 2018 and a severe stroke, Charles was much reduced in mobility in his last years – but not in his determination to continue spreading his message of hope to the world. He couldn’t participate in person in the Drucker Forum 2022, but he participated in a moving online interview with his son Scott, who directed young actors in a short performance of Beckett’s Waiting for Godot by Beckett to illustrate some points.  Charles also contributed valued digital articles for our blog and for Drucker Forum partners. Even during the most difficult period of his life he continued to write and develop his ideas in weekly columns for the Idler magazine. This entailed first memorizing the article, then dictating it and finally reviewing it by having someone it re-read to him – a remarkable feat of memory and determination. The article is a jewel and most appropriate for Christmas and the season of self-reflection. Have a wonderful Christmas, happy holidays and a healthy and prosperous New Year.
By Karen Linkletter Ph.D. November 19, 2024
Interview with Karen Linkletter at the 16th Global Peter Drucker Forum 2024  Video Interview
Show More
Share by: