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