American business consultant (1909–2005)
Peter Ferdinand Drucker (November 19 1909 – November 11 2005) was an Austrian-born American writer, management consultant and university professor. In 1943 he became a naturalized citizen of the United States. He taught at New York University and Claremont Graduate University respectively.
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People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according to what they consider to be achievement and attainment. If they demand little of themselves, they will remain stunted. If they demand a good deal of themselves, they will grow to giant stature — without any more effort than is expended by the nonachievers.
Management and the Liberal Arts Management is a liberal art. Management is what tradition used to call a liberal art — “liberal” because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; “art” because it deals with practice and application. Managers draw upon all of the knowledges and insights of the humanities and social sciences — on psychology and philosophy, on economics and history, on the physical sciences and ethics. But they have to focus this knowledge on effectiveness and results — on healing a sick patient, teaching a student, building a bridge, designing and selling a “user-friendly” software program. ACTION POINT: What is your plan to develop yourself in the humanities and social sciences? Develop such a plan today. The New Realities
[F]reedom cannot be legislated into existence—though it can be legislated out of existence if the necessary minimum of free government is destroyed. ...[F]reedom rests upon beliefs and social institutions and not upon laws. ...[L]egislative enactment does not create or determine institutional structure, social beliefs and human nature.
Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings — three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos — each a small masterpiece — that Sloan made himself into an outstandingly effective executive.
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