Management as a Liberal Art Research Institute

With Heart, You Can Lift a 1000 Pound Cow or Defeat 61 Enemy Planes in Aerial Combat even if Blind in One Eye

William A. Cohen Ph.D.

PUBLISHED:

October 6, 2023

Drucker wrote: “Living in fear of loss of job and income is incompatible with taking responsibility for job and work group, for output and performance.” But how can you avoid fear of job loss and loss of income when both are real possibilities in your situation?  

 

A highly successful Broadway musical of the 1950’s, Damn Yankees, suggested that winning was always possible with “heart.” This blockbuster was based on a book The Year the Yankees Lost the Pennant, by Douglas Wallop. In this book, a fictitious Yankees team, dominated major league baseball. It was challenged by another fictitious, but less successful Washington, DC team. A song in the Broadway musical promoted “heart” as more important than baseball skill.

 

Here’s the song as performed in the musical:

 

https://www.bing.com/videos/riverview/relatedvideo?q=+You+Gotta+Have+Heart+-+Song+by+Richard+Adler+and+Jerry+Ross&mid=9ED399B3FDACF88E68A19ED399B3FDACF88E68A1
 

The Washington team eventually beat the “unbeatable” Yankees.

 

Drucker’s Analysis


You must acquire any traits yourself before you can instill them in others. Drucker knew only one sure way to acquire heart and the self-confidence that resulted.

 

Everyone starts out in life having to accomplish some difficult acts in infancy. Yet as adults they are not remembered as being difficult or even think of them as much of a challenge today.


Unless you have an injury which you haven’t yet overcome, there is no longer any doubt that when you stand, advance one leg and then another, that you are going to move forward, and when you open your mouth, you can communicate easily. Those who have impairment of these skills usually learn to accomplish them again. Even with the most serious disabilities, most overcome these limitations even with artificial limbs.


Adults have a right to expect to be able to learn and succeed with complex and challenging tasks. But they may not be successful for one of two reasons. Either he or she  has been unsuccessful at similar tasks or projects in the past or has never tried to accomplish the tasks at all previously. Those who have never tried a task at which they don’t expect to succeed frequently haven’t tried because they feel that they would fail if they did try. But I know they can do them because they’ve already accomplished more challenging tasks years ago by just learning to walk and talk.

 

Learning to Crawl First


How many infants have you heard of that simply hopped out of their cribs and began to walk and run? I haven’t heard of any. The typical sequence is that an infant learns to roll over, begins to crawl, gains self-confidence enough to stand up, gains a little more self-confidence and without instruction takes a step and falls. But the infant  knows that it made a start and will eventually succeed. Usually, the parents are are full of praise and cheer enthusiastically even though the infant may not have managed to take a single successful step. . The attempt is certainly not thought of as a failure, but rather an uncompleted effort, and the infant eagerly tries again. If he or she doesn’t grow up to run a four minute mile, at least running is mastered along with walking.


This illustrates one fact as to why some, including experienced executives, sometimes lack self-confidence to accomplish new things, which aren’t as demanding these early essentials. An infant learning a task frequently has cheering supporters. But even if it didn’t, who’s to say that the first step, even with falling, was a bad attempt? However, as we get older, some others are more judgmental and a few involved may even hope we fail! They criticize us if we make a single mistake. They are not encouraging like our parents as we learned to walk. As a result, we get the idea that it was not a good attempt no matter what the results. It took my youngest son, today a highly successful management consultant and investor, almost two years to learn to talk. I wasn’t worried. I knew that he had heart, and it took Einstein almost four years to master speech!



Gain Self-Confidence through Experience as You “Pay Your Dues”


Many of us eventually become successful almost automatically  and there is nothing wrong with this, except that it is usually a longer process. Basically, you enter your work or profession, do what you are told, work hard, exert effort and are eventually promoted. Some call this “paying your dues.” Your efforts are eventually recognized and rewarded. As you progress, you gain self-confidence. However, with this method you are subject to fate and what tasks are assigned. You usually advance and reach some of your goals eventually, but there is a better way which is more efficient and certain.
 
Take Charge of Your Own Confidence Building


If you have heart and decide to voluntarily take on challenging goals in your own areas of interest, it is much faster than the previous method and you have more control. It is based on the principle of your taking charge and deciding on your own progress and development. This takes heart. You can develop just about anything, physical or mental, by beginning with a small challenge and intentionally building confidence over time as you progress with  self-selected challenges toward a goal you want to achieve. It is related to the slower, “pay your dues” method but it is much easier, less risky and you are guaranteed results since you are not dependent on someone else’s requirements. You decide what you want to do, how often, and when.

 

British WWI flying ace Major “Mick” Mannock shot down 61 planes in aerial combat during his time as an aviator. Unknown to his enemies and medical experts that qualified him for flying, due to an injury, he was partially blind in his left eye. But this didn’t stop him.

 

How did Mannock succeed? He proceeded  purposefully toward goals that he set for himself despite his handicap. In Japan this process is known as “kaizen.”

 

Drucker noted that: “Every artist throughout history has practiced ‘kaizen’.” You will be a top producer if you pick your own goals for your development and if you work on developing these talents further.” If you want to get physically strong, exercise your muscles every day, and every day they’ll grow bigger, and your strength will increase.


Arnold Schwarzenegger didn’t start out with those powerful muscles that led to his winning bodybuilding championships and eventually to becoming the top paid actor in Hollywood and then Governor of California. By exercising with increasingly heavy weights, his muscles got larger and stronger until eventually he was world champion.


In bodybuilding, this didn’t start with Arnold. Milo of Croton was a champion Greek athlete and Olympic competitor in the 6th century B.C. He participated in six Olympic games four years apart. Before the first, he began an exercise which brought him strength, self-confidence, and eventual fame throughout the ancient world. Milo lifted  and carried a newborn calf weighing about 80 pounds. He continued every day for four years before the Olympics began. By the Olympics started, the calf was a full-grown cow weighing 1000 pounds. Milo carried the cow the length of the Olympic stadium, creating a spectacle which not only demonstrated his strength and self-confidence, but discomforted his competitors and created a psychological advantage.


Though the calf weighed only 80 pounds when he started, when he carried the same calf four years later, it had grown into a 1000 pound cow. Milo’s feat was noted in several books written about him during his lifetime.


Now I’m not suggesting that you begin lifting a calf which will become a fully grown cow to develop your self-confidence, although this would undoubtedly do the job. But the principle works for other accomplishments in your own field. All you need to do is to make the decision and begin to set goals in an area of your interest, and then to do them. Select an easy goal to begin and proceed as you successively accomplish more difficult goals. Every time you complete one, congratulate yourself. Your heart and self-confidence are taking you to success.


This is how Arnold trained with weights. He increased their poundage as the calf increased body weight. Arnold further increased the difficulty of the exercises as his muscles and strength developed. Because he had heart, his ability and capability as well as his confidence increased and like Milo, Schwarzenegger eventually did things that others, maybe even he, never thought he could do when he started. If you follow his plan, you too will have acquired the strength and  self-confidence you need to succeed in whatever you desire, and like Governor Schwarzenegger, Milo of Croton, Major Mannock in World War One, and many others, this can take you to great levels of success in whatever your interest or occupation.


*Adapted from Peter Drucker’s Way to the Top, by William A. Cohen,   (LID, 2019).

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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