Leadership Freak

SEPTEMBER 12, 2022

Peter Drucker 7 things good questions do: 2… Continue reading → A leader who doesn’t ask questions is a know-it-all with a closed mind. “My My greatest strength is to be ignorant and ask a few questions.”

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Drucker 198

Leadership Freak

AUGUST 13, 2013

Encouragement Leading Personal Growth Taking others higher development opportunity Feedback great leaders Leadership Development peter drucker self neglect welcome feedback' Take responsibility for the swamp you slipped into. Despise downward stagnation before you […].

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Drucker Leadership How To Leadership Development 220

Leadership Freak

MARCH 15, 2021

Peter Drucker said, “So much of what we call management consists in making it difficult for people to work.” ” I hope that’s not you. Successful managers and leaders don’t drain energy and stamina.… … Continue reading →

Energy 203

Energy Drucker Management Succession 203

Leadership Freak

JUNE 1, 2014

The greatest “ship” in leadership is relationship. The priority of relationship came home to me in a follow-up call with Bob Buford.

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Drucker Mentor Influence Leadership Development 246

Leadership Freak

FEBRUARY 26, 2020

Peter Drucker Bad is an erasure. “Half the leaders I have met don’t need to learn what to do. They need to learn what to stop.” One dingbat behavior erases many noble behaviors.… … Continue reading →

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Drucker Leadership Development Development Leadership 173

Leadership Freak

SEPTEMBER 10, 2019

Peter Drucker Top Ten toxic Behaviors of Lousy Leaders: #1. “Most leaders don’t need to learn what to do. They need to learn what to stop.” Neglecting relationships. A short conversation about someone’s… Continue reading →

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Drucker Succession Leadership Development Development 174

Leadership Freak

FEBRUARY 7, 2014

Lafley Leadership Leadership Development organizational success peter drucker' Leaders who don’t understand others become irrelevant. 10 things to understand about others: Pain […]. Influence Leading Success Taking others higher Values A.G.

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Drucker How To Influence Leadership Development 211

Leadership Freak

DECEMBER 4, 2019

Peter Drucker 5 step project: #1. “A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.” List the top three strengths of… Continue reading →

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Project Energy Drucker Leadership Development 149

Leadership Freak

JULY 8, 2017

Peter Drucker wrote, “A person can perform only from strength. It’s too easy to point out weaknesses. Successful leaders know the top three strengths of everyone on the team. One cannot build performance… Continue reading →

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Drucker Power Succession Team 170

Leadership Freak

AUGUST 9, 2018

Drucker said, “A man (person) should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths.” “… the defining characteristic of the very best… Continue reading →

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Drucker Positioning 146

Leadership Freak

NOVEMBER 7, 2018

Peter Drucker The leaders’ job is to help their team identify the RIGHT problem before coming up… Continue reading → “There is nothing so useless as doing efficiently that which should not be done at all.”

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Drucker Efficiency Team Leadership Development 128

Leadership Freak

JANUARY 10, 2018

Peter Drucker believed the five most important questions you will ever ask about your organization are: What is our Mission? Who is our Customer? What does the Customer Value? What are our Results?… … Continue reading →

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Drucker Organization Succession Leadership Development 141

Leadership Freak

JULY 27, 2017

Peter Drucker The right… Continue reading → Look for leaders with forward-facing curiosity. The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong questions.”

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Drucker How To Leadership Development Development 149

Leadership Freak

FEBRUARY 1, 2015

Peter Drucker explained it this way, “The… Continue reading → Values mission & vision Leadership Organizational Development' How can we create customers? How can we keep customers? What do we do better than competitors that is difficult to copy?

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Drucker Strategy Development Leadership 100

Leadership Freak

NOVEMBER 11, 2011

Peter Drucker encouraged leaders to ask, “How do we make ourselves useful?” Combining Drucker and Pink: Leaders are useful when they honor the contribution of others. Daniel Pink’s research indicates three drives motivate us. Autonomy: the desire to be self-directed. Mastery: the urge to get better at stuff.

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Drucker Strategy Motivation Influence 202

Leadership Freak

JUNE 1, 2012

Peter Drucker said, “The purpose of business is to create a customer.” Sick organizational cultures focus on themselves rather than customers. Everything that distracts, dilutes, or diverts from creating customers suggests sickness. Sick organizations: Sink inward rather than reach outward. Stop learning. Struggle to keep things the same.

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Drucker How To Organization Succession 216

Leadership Freak

SEPTEMBER 14, 2012

Peter Drucker Four ways managers get in the way: Meddling – Managers that roadblock work stay too close and talk too much. “Most of what we call management consists of making it difficult for people to get their work done.” Your people want you to let them work. Stop by to encourage and ask questions, briefly. Express [.].

Management 209

Management Drucker 209

Leadership Freak

MARCH 8, 2015

Peter Drucker believed leaders of nonprofits had lots to teach corporate leaders.

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Drucker Leadership Development Development Succession 100

Leadership Freak

OCTOBER 25, 2016

” Peter Drucker Leaders energize teams when they help team members bring their best selves to work. One of the great gifts you give team members is opportunity to reflect on their journey. “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.”

Drucker 100

Drucker Team 100

Leadership Freak

SEPTEMBER 9, 2011

Drucker said, “The purpose of business is to create and keep a customer.” The people you try to please control you and your organization. Customers drive organizations, you don’t. You are all about pleasing customers. Pleasing others, however, presents problems for you. The more people you try to please: The more frantic you and your [.].

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Drucker Organization Leadership Development Innovation 215

Leadership Freak

OCTOBER 4, 2011

The man who always knows what people cannot do, but never sees what they can do, will undermine the spirit of the organization,” Peter Drucker. “A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. John Zenger, co-author of the HBR article, Making [.].

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Drucker How To Article Positioning 207

Leadership Freak

OCTOBER 8, 2011

Drucker said, “The truly dangerous thing is asking the wrong questions.” Image source: Who ever said there are no stupid questions was wrong. ” Your questions establish, limit, and maintain the focus of others. A question: How many passes? (55 video) Wrong questions – wrong direction: Questions control perceptions.

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Drucker Video Leadership Development Development 206

Leadership Freak

MARCH 16, 2016

Peter Drucker said, “If you have quick consensus on an important matter, don’t make the decision.” Weak leaders silence dissent; wise invite it. All important decisions are made better by constructive dissent. Leaders with authority and power are responsible to invite, explore, honor, and reward constructive dissent.

Consensus 100

Consensus Drucker Construction Power 100

Leadership Freak

JUNE 1, 2012

Peter Drucker said, “The purpose of business is to create a customer.” Sick organizational cultures focus on themselves rather than customers. Everything that distracts, dilutes, or diverts from creating customers suggests sickness. Sick organizations: Sink inward rather than reach outward. Stop learning. Struggle to keep things the same.

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Drucker How To Organization Succession 102

Leadership Freak

APRIL 3, 2013

Bobble head leaders don’t say what they really think. They go with the flow to get ahead. Bobble heads don’t speak their mind they defend the company line. Leaders become bobble heads to protect position and get promoted. It’s dishonest and disingenuous. Look around. How many bobbing heads sit at the table? Is anyone disruptive? [.].

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Positioning Company Drucker Succession 242

Leadership Freak

AUGUST 1, 2013

Peter Drucker […]. Leading Marks of leaders Success Growth Leadership Development organizational success' I love writing about the qualities and behaviors of effective leaders. But, all the clarity, alignment, collaboration, and vision in the world won’t mean a thing if you don’t create customers.

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Succession Drucker Leadership Development Quality 208

Leadership Freak

MAY 30, 2012

Problems are giant black holes that capture focus, drain vitality, and divert resources. Solving problems seduces leaders away from future opportunities to focus on past inadequacies. Problems that threaten organizations must be addressed, admittedly. Sadly, many leaders are simply problem solving machines; they jump from one fire to the next.

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Resources Organization Drucker Goal 210

Leadership Freak

MAY 19, 2012

Image source Managers first ask, “How can we best leverage current resources to achieve desired ends?” The second question is, “What do team members love doing – within the parameters of desired ends?” People doing things they love aren’t working. Provide a channel that enables people to do what they love doing. People doing what they [.].

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Resources Team Management Drucker 200

Leadership Freak

MAY 30, 2012

Problems are giant black holes that capture focus, drain vitality, and divert resources. Solving problems seduces leaders away from future opportunities causing them to focus on past inadequacies. Problems that threaten organizations must be addressed, admittedly.

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Resources Organization Drucker Goal 102

Leadership Freak

MAY 19, 2012

Image source Managers first ask, “How can we best leverage current resources to achieve desired ends?” The second question is, “What do team members love doing – within the parameters of desired ends?” People doing things they love aren’t working. Provide a channel that enables people to do what they love doing. People doing what they [.].

Resources 102

Resources Team Management Drucker 102

Leadership Freak

AUGUST 5, 2013

Leadership is thinking about what; management is thinking about how. Peter Drucker said, “Efficiency is doing things right; effectiveness is doing the right things.” Leading Personal Growth Teams Communication Culture gaming Growth Leadership Leadership Development Organizational Development organizational success'

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System Drucker Efficiency Leadership Development 201