A Quote by Robert I. Sutton
Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I.
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Although he reputedly hated the label of 'guru', Peter Drucker was, by any standards, the greatest management guru the world has yet seen. In 1996, the McKinsey Quarterly journal described him as the 'the one guru to whom other gurus kowtow' and Robert Heller described him as 'the greatest man in the history of management', praise indeed for a man who described himself as 'just an old journalist'.
When I was getting my education, I fell in love with the writings of Peter Drucker. He was my hero. I had a naive belief that when I became a manager, it was going to be like Peter Drucker's books. That is, I was going to be the effective executive. I was going to talk to people about their goals. I was going to help them actualize.
I could have probably built a great career in management consulting, but one of the insights that I had early on is that just because you're good at something doesn't mean that you should continue to do it. Somewhere in my heart of hearts I knew it wasn't what I wanted to do.
I had watched Magic my whole career, even before my career, and so I knew the style of player that he was, and I knew what I had to do to prohibit him from being as effective on the basketball court as he had been throughout his career.
Few people on earth know Peter Drucker and his work better than Bruce Rosenstein. This is a welcome, unique and very personal addition to Drucker's incomparable legacy.
Second to the right, and straight on till morning.' That, Peter had told Wendy, was the way to the Neverland; but even birds, carrying maps and consulting them at windy corners, could not have sighted it with these instructions. Peter, you see, just said anything that came into his head.
This year, when I turn 65, I thought, 'So weird;' when I was a kid, people who were 65 either retired or died. I'm so nowhere near that.
The most dangerous leadership myth is that leaders are born - that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.
The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.
What was there to be gained by fighting the most evil wizard who has ever existed?" said Black, with a terrible fury in his face. "Only innocent lives, Peter!" "You don't understand!" whined Pettigrew. "He would have killed me, Sirius!" "THEN YOU SHOULD HAVE DIED!" roared Black. "DIED RATHER THAN BETRAY YOUR FRIENDS, AS WE WOULD HAVE DONE FOR YOU!
In my first career I had founded my own company, with a group of MIT professors, before coming to Harvard to finish my doctorate, and so I had a deep respect for the brains, talent, and dedication of managers. That made it hard for me to believe the attributions in the business press that stupid management was to blame. So I looked elsewhere for an explanation.
Peter was dull; he was at first Dull; - Oh, so dull - so very dull! Whether he talked, wrote, or rehearsed - Still with his dulness was he cursed - Dull -beyond all conception - dull.
My father was the orphaned son of immigrants to the United States from Ireland. My father never knew his parents. His mother died - we're not sure - either at or shortly after his birth, and he and all of his siblings were placed in orphanages in the Boston area.
Leaders who led their organizations quietly and humbly, were much more effective than flashy, charismatic high profile leaders.
Everyone has their dates. For me, it's 1991. I can place every memory of my life either before or after this date. It's the year I became an adult. My mother died, and I created my company shortly thereafter.
To paraphrase the late management thinker and writer, Peter Drucker, thinking is hard work, which is why so few people (including actually senior managers) do it. Once there is some "conventional," seemingly-reasonable story, people just accept it and don't ask, "is this actually true? Is it consistent with the data?" And this extends to the highest reaches of organizational life.
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