{"id":1443,"date":"2019-08-30T10:23:05","date_gmt":"2019-08-30T00:23:05","guid":{"rendered":"https:\/\/strategiesforinfluence.com\/?p=1443"},"modified":"2019-11-08T21:19:11","modified_gmt":"2019-11-08T10:19:11","slug":"peter-drucker-coaching-tips","status":"publish","type":"post","link":"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/","title":{"rendered":"Peter Drucker &#8211; Culture Eats Strategy"},"content":{"rendered":"\n<div class=\"wp-block-image\"><figure class=\"aligncenter\"><img data-attachment-id=\"1452\" data-permalink=\"https:\/\/strategiesforinfluence.com\/peter-drucker\/\" data-orig-file=\"https:\/\/i0.wp.com\/strategiesforinfluence.com\/wp-content\/uploads\/2019\/08\/Peter-Drucker.jpg?fit=306%2C420&amp;ssl=1\" data-orig-size=\"306,420\" data-comments-opened=\"0\" data-image-meta=\"{&quot;aperture&quot;:&quot;0&quot;,&quot;credit&quot;:&quot;&quot;,&quot;camera&quot;:&quot;&quot;,&quot;caption&quot;:&quot;&quot;,&quot;created_timestamp&quot;:&quot;0&quot;,&quot;copyright&quot;:&quot;&quot;,&quot;focal_length&quot;:&quot;0&quot;,&quot;iso&quot;:&quot;0&quot;,&quot;shutter_speed&quot;:&quot;0&quot;,&quot;title&quot;:&quot;&quot;,&quot;orientation&quot;:&quot;0&quot;}\" data-image-title=\"Peter Drucker Coaching Tips\" data-image-description=\"\" data-image-caption=\"\" data-medium-file=\"https:\/\/i0.wp.com\/strategiesforinfluence.com\/wp-content\/uploads\/2019\/08\/Peter-Drucker.jpg?fit=219%2C300&amp;ssl=1\" data-large-file=\"https:\/\/i0.wp.com\/strategiesforinfluence.com\/wp-content\/uploads\/2019\/08\/Peter-Drucker.jpg?fit=306%2C420&amp;ssl=1\" loading=\"lazy\" width=\"306\" height=\"420\" src=\"https:\/\/i0.wp.com\/strategiesforinfluence.com\/wp-content\/uploads\/2019\/08\/Peter-Drucker.jpg?resize=306%2C420&#038;ssl=1\" alt=\"Peter Drucker Coaching Tips\" class=\"wp-image-1452\" srcset=\"https:\/\/i0.wp.com\/strategiesforinfluence.com\/wp-content\/uploads\/2019\/08\/Peter-Drucker.jpg?w=306&amp;ssl=1 306w, https:\/\/i0.wp.com\/strategiesforinfluence.com\/wp-content\/uploads\/2019\/08\/Peter-Drucker.jpg?resize=219%2C300&amp;ssl=1 219w\" sizes=\"(max-width: 306px) 100vw, 306px\" data-recalc-dims=\"1\" \/><\/figure><\/div>\n\n\n\n<h2><strong>Peter Drucker &#8211; Culture Eats Strategy &#8211; Contents<\/strong><\/h2>\n\n\n\n<ul><li>Peter Drucker Biography<\/li><li>Peter Drucker&#8217;s Big Ideas<\/li><li>Interesting Facts and Insights about Peter Drucker<\/li><li>Career Advice Quotes by Peter Drucker<\/li><li>Business Advice Quotes by Peter Drucker<\/li><li>Leadership and Management Advice Quotes by Peter Drucker <\/li><li>Books by Peter Drucker<\/li><li>Books about Peter Drucker<\/li><li>Common Questions about Peter Drucker<\/li><li>Videos about Peter Drucker<\/li><li>Peter Drucker Quotes<\/li><\/ul>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Peter Drucker Biography<\/strong><\/h2>\n\n\n\n<p style=\"text-align:justify\">Peter Drucker (1909 \u2013 2005) was a management consultant and educator, whose writings contributed to the foundations of the modern business corporation. He is one of the best-known and influential thinkers on the subject of management theory and practice.<\/p>\n\n\n\n<p style=\"text-align:justify\">He was also a leader in the development of management education, he invented the concept known as &#8220;management by objectives&#8221; and was the founder of modern management.  Drucker predicted many of the developments of the late twentieth century, including privatization and decentralization; the importance of marketing; and the emergence of the information society with its necessity of lifelong learning.<\/p>\n\n\n\n<p style=\"text-align:justify\">Drucker coined the term &#8220;knowledge worker,&#8221; and later in his life considered knowledge-worker productivity to be the next frontier of management.<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Peter Drucker &#8211; Big Ideas<\/strong><\/h2>\n\n\n\n<ul><li><strong>Culture v&#8217;s Strategy:<\/strong> Drucker expressed the view that Company Culture constrains Strategy and can defeat Strategy. His idea that Culture trumps Strategy has been summarized as <strong><em>&#8220;Culture eats Strategy for Breakfast.&#8221;<\/em><\/strong><\/li><li><strong>Decentralization<\/strong>: Drucker asserted that companies work best when they are decentralized.<\/li><li><strong>Blue Collar:<\/strong> Drucker predicted the death of the &#8220;Blue Collar&#8221; worker.<\/li><li><strong>Outsourcing:<\/strong> Drucker, in his writing, used the concept of the &#8220;front room&#8221; and &#8220;backroom&#8221; of each business. He believed that a company should be engaged in only the front room activities that are critical to the core business. &#8220;Backroom&#8221; activities should be handed over to other companies, for whom these tasks are the &#8220;front room&#8221; activities.<\/li><li><strong>Non-Profit Sector:<\/strong> Drucker wrote about the importance of Non-Government Organizations (NGOs) before they become popular.<\/li><li><strong>Human Resources:<\/strong> Drucker taught that knowledgeable workers are essential to the modern economy and that a hybrid management model best leveraged an employee&#8217;s value to the organization. <\/li><li><strong>People: <\/strong>Drucker viewed people as an organization&#8217;s most valuable resource. <\/li><li><strong>Management:<\/strong>  Drucker believed that a manager&#8217;s job is to prepare people to perform and give them the freedom to do so.<\/li><li><strong>Government.<\/strong> Drucker claimed that the government was ineffective in providing the new services that people needed. His ideas dominated in the 1980s and 1990s.<\/li><li><strong>Planning:<\/strong> Drucker believed that taking action without thinking is the cause of every failure.<\/li><li><strong>Community. <\/strong>Drucker came to believe that volunteering in the nonprofit sector was the key to fostering a healthy society where people found a sense of belonging and civic pride.<\/li><li><strong>Business: <\/strong> Drucker taught that business needed to manage by balancing a variety of needs and goals, rather than subordinating to a single value.<\/li><li><strong>Profit: <\/strong>Drucker taught that a company&#8217;s primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company&#8217;s sustainability.<\/li><li><strong>Focus on Strengths:<\/strong> &#8220;Do what you do best and outsource the rest&#8221; was coined and developed by Drucker in the 1990s.<\/li><\/ul>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>\u201cSo much of what we call management consists in making it difficult for people to work.\u201d <\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Interesting Facts and Insights about Peter Drucker<\/strong><\/h2>\n\n\n\n<ul><li><strong>Born: <\/strong> Peter Ferdinand Drucker was born in 1909, in Vienna, Austria-Hungary<\/li><li><strong>Parents:<\/strong> His mother had studied medicine, and his father was a lawyer and a high-level civil servant.<\/li><li><strong>Early Influences:<\/strong> Drucker grew up in a liberal Lutheran Protestant household.<\/li><li><strong>Early Jobs:<\/strong> His first worked was as an apprentice at a cotton trading company.<\/li><li><strong>Germany:<\/strong> Drucker became a journalist in Hamburg, and then he moved to Frankfurt.<\/li><li><strong>Education:<\/strong> He earned a Doctorate in international and public law from the Goethe University Frankfurt in 1931.<\/li><li><strong>London:<\/strong> In 1933, Drucker left Germany for England where he worked for an insurance company, and then as the chief economist at a private bank.<\/li><li><strong>United States:<\/strong> Peter Drucker permanently relocated to the United States with the approach of WorldWar II, and in 1943, Drucker became a naturalized citizen of the United States.<\/li><li><strong>Bennington College:<\/strong>  Peter Drucker became a professor of politics and philosophy at Bennington College from 1942 to 1949.<\/li><li><strong>New York University:<\/strong>  Peter Drucker then moved to New York University as a Professor of Management from 1950 to 1976.<\/li><li><strong>Claremont Graduate University:<\/strong> Drucker went to California in 1971, where he developed one of the first executive MBA programs.<\/li><li><strong>Occupation: <\/strong> Ducker was a management consultant, educator, and author for most of his later life.<\/li><li><strong>Peter F. Drucker Graduate School of Management:<\/strong> Claremont Graduate University&#8217;s management school was named the Peter F. Drucker Graduate School of Management in his honor in 1987. It was later renamed the Peter F. Drucker and Masatoshi Ito Graduate School of Management.<\/li><li><strong>Age 92:<\/strong> Drucker taught his last class in 2002 at age 92.<\/li><li><strong>Consultant: <\/strong>Drucker continued to act as a consultant to businesses and non-profit organizations well into his nineties.<\/li><li><strong>Family:<\/strong> Ducker had four children and six grandchildren. Drucker&#8217;s wife died in 2014 at the age of 103.<\/li><li><strong>Awards:<\/strong> Ducker received, the Henry Laurence Gantt Medal (1959), the Austrian Cross of Honour for Science and Art, 1st class (1991), and Presidential Medal of Freedom (2002)<\/li><li><strong>Died: <\/strong> Peter Drucker  died in 2005, at the aged 95, of natural causes in Claremont, California<\/li><\/ul>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>\u201cWhen a subject becomes totally obsolete we make it a required course. \u201d<\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Career Advice Quotes by Peter Drucker<\/strong><\/h2>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Plans are only good intentions unless they immediately degenerate into hard work.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;If you want something new, you have to stop doing something old.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cUnless commitment is made, there are only promises and hopes; but no plans.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cUntil we can manage time, we can manage nothing else.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The most important thing in communication is to hear what isn&#8217;t being said.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cWe now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cOf all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThe most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong question.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cA person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cHistory has been written not by the most talented but by the most motivated.\u201d<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The only skill that will be important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cPeople who don&#8217;t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThe problem in my life and other people&#8217;s lives is not the absence of knowing what to do but the absence of doing it.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Cultivate a deep understanding of yourself &#8211; not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cWe all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas, knowledge workers should not take on work, jobs, and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.\u201d <\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>\u201cIntelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.\u201d<\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Business Advice Quotes by Peter Drucker<\/strong><\/h2>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;There is nothing so useless as doing efficiently that which should not be done at all.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cEfficiency is doing the thing right. Effectiveness is doing the right thing.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Knowledge has to be improved, challenged, and increased constantly, or it vanishes.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThe purpose of business is to create and keep a customer.\u201d<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Whenever you see a successful business, someone once made a courageous decision.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cBusiness has only two functions \u2014 marketing and innovation.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cWhat&#8217;s measured improves.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cEntrepreneurship is neither a science nor an art. It is a practice.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The key to greatness is to look for people&#8217;s potential and spend time developing it.&#8221;<\/p>\n\n\n\n<a title=\"Peter Drucker \u2013 Coaching Tips\" href=\"https:\/\/strategiesforinfluence.com\/\"><img class=\"aligncenter\" width=\"512\" alt=\"Drucker5789\" src=\"https:\/\/upload.wikimedia.org\/wikipedia\/commons\/thumb\/e\/ea\/Drucker5789.jpg\/512px-Drucker5789.jpg\"><\/a>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cMeetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cResults are obtained by exploiting opportunities, not by solving problems. \u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The purpose of an organization is to enable ordinary humans beings to do extraordinary things.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cEntrepreneurship is &#8220;risky&#8221; mainly because so few of the so-called entrepreneurs know what they are doing.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cInnovation is the specific instrument of entrepreneurship&#8230;the act that endows resources with a new capacity to create wealth.\u201d&nbsp; <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cPeople in any organization are always attached to the obsolete &#8211; the things that should have worked but did not, the things that once were productive and no longer are.\u201d<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>&#8220;The purpose of a business is to create a customer.&#8221;<\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Leadership and Management Advice Quotes by Peter Drucker<\/strong><\/h2>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The best way to predict the future is to create it.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Management is doing things right; leadership is doing the right things.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cNo one learns as much about a subject as one who is forced to teach it.\u201d<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cRank does not confer privilege or give power. It imposes responsibility.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cOne cannot hire a hand\u2014the whole man always comes with it,\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cPlan, organize, integrate, motivate, and measure.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThere is no such thing as a \u201cgood man.\u201d Good for what? is the question.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;Mission defines strategy, and strategy defines structure.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The task of leadership is to create an alignment of strengths so strong that it makes the system&#8217;s weaknesses irrelevant.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday&#8217;s logic.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cIf there is anyone \u201csecret\u201d of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.\u201d<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThis defines entrepreneur and entrepreneurship &#8211; the entrepreneur always searches for change, responds to it, and exploits it as an opportunity.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cSuccess in the knowledge economy comes to those who know themselves &#8211; their strengths, their values, and how they best perform.\u201d<\/p>\n\n\n\n<a title=\"Peter Drucker \u2013 Coaching Tips\" href=\"https:\/\/strategiesforinfluence.com\/\"><img class=\"aligncenter\" width=\"512\" alt=\"Peter-drucker-quote\" src=\"https:\/\/upload.wikimedia.org\/wikipedia\/commons\/9\/95\/Peter-drucker-quote.png\"><\/a>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cYour first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.\u201d<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cManagement is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cEffective executives know that their subordinates are paid to perform and not to please their superiors.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">&#8220;The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.&#8221;<\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cLike so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cA man should never be appointed to a managerial position if his vision focuses on people\u2019s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cLeadership is not magnetic personality, that can just as well be a glib tongue. It is not &#8220;making friends and influencing people&#8221;, that is flattery. Leadership is lifting a person&#8217;s vision to higher sights, the raising of a person&#8217;s performance to a higher standard, the building of a personality beyond its normal limitations.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThe three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader&#8217;s charisma. What matters is the leader&#8217;s mission.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201cThe leaders who work most effectively, it seems to me, never say &#8220;I.&#8221; And that&#8217;s not because they have trained themselves not to say &#8220;I.&#8221; They don&#8217;t think &#8220;I.&#8221; They think &#8220;we&#8221;; they think &#8220;team.&#8221; They understand their job to be to make the team function. They accept responsibility and don&#8217;t sidestep it, but &#8220;we&#8221; get the credit. This is what creates trust, what enables you to get the task done.\u201d <\/p>\n\n\n\n<p style=\"text-align:center\" class=\"has-text-color has-background has-vivid-cyan-blue-color has-very-light-gray-background-color\">\u201c1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?\u201d<\/p>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>&#8220;The best way to predict the future is to create it.&#8221;<\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Share this Information to increase Your Influence<\/strong><\/h2>\n\n\n\n<p style=\"text-align:justify\">Share this page with your network to increase your Influence. Then explore the additional Coaching Information from some of the world\u2019s top experts. Click the links below:<\/p>\n\n\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Books by Peter Drucker<\/strong><\/h2>\n\n\n\n<ul><li>The Effective Executive, by Peter Drucker, 1966<\/li><li>The Practice of Management,  by Peter Drucker, 1954<\/li><li>Managing Oneself, by Peter Drucker, 2008<\/li><li>Innovation and entrepreneurship, by Peter Drucker, 1985<\/li><li>The Essential Drucker, by Peter Drucker, 2000<\/li><li>Management: Tasks, Responsibilities, and Practices, by Peter Drucker, 1973<\/li><li>Post-Capitalist Society, by Peter Drucker, 1993<\/li><li>Managing the Non-Profit Organization, by Peter Drucker, 1989<\/li><li>The End of Economic Man: The Origins of Totalitarianism, by Peter Drucker, 1969<\/li><li>The Five most important Questions you will ever ask about your Organization, by Peter Drucker, 2008<\/li><li>Management Cases, by Peter Drucker, 1977<\/li><li>The New Realities, by Peter Drucker, 1981<\/li><li>The Unseen Revolution: How Pension Fund Socialism Came to America, by Peter Drucker, 1976<\/li><\/ul>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>&#8220;Culture eats strategy for breakfast.&#8221;<\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Books about Peter Drucker<\/strong><\/h2>\n\n\n\n<ul><li>The Drucker Difference: What the World&#8217;s Greatest Management Thinker Means to Today&#8217;s Business Leaders, by Craig L. Pearce, 2009<\/li><li> The Definitive Drucker: Challenges for Tomorrow&#8217;s Executives &#8212; Final Advice from the Father of Modern Management,  by Elizabeth Haas Edersheim,  A.G. Lafley, 2007<\/li><\/ul>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Common Questions about&nbsp;Peter Drucker?<\/strong><\/h2>\n\n\n\n<ul><li>Why is Peter Drucker famous?<ul><li>Peter Drucker was one of the most widely-known and influential thinkers on management, whose work continues to be studied by managers today.<\/li><\/ul><\/li><li>What was Peter Ducker&#8217;s Management Theory?<ul><li>Ducker taught that the two most important things for a business to achieve were innovation and marketing. Drucker taught that management is a liberal art and that it is about much more than productivity. <\/li><\/ul><\/li><li>What did Drucker have to say about company culture?<ul><li>Drucker often expressed the view that Company Culture constrains Strategy and can defeat Strategy. His idea that Culture trumps Strategy has been summarized as &#8220;Culture eats Strategy for breakfast&#8221;.<\/li><\/ul><\/li><\/ul>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>BIG IDEAS:<\/strong><\/h2>\n\n\n\n<p style=\"text-align:justify\"><strong><em>\u201cStrategies for Influence\u201d<\/em><\/strong>\u00a0explores and shares the\u00a0<strong><em>BIG IDEAS<\/em><\/strong>\u00a0from the\u00a0<em>Leaders of Influence\u00a0<\/em>that can help you with your Career, Business, and Leadership. Click on any of the links below to explore the Big Ideas that have influenced our work and culture.<\/p>\n\n\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<h2><strong>Videos about Peter Drucker<\/strong><\/h2>\n\n\n\n<p><strong>The Wisdom of Peter Drucker<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-embed-youtube wp-block-embed is-type-video is-provider-youtube wp-embed-aspect-4-3 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<div class=\"video-container\"><span class=\"embed-youtube\" style=\"text-align:center; display: block;\"><iframe loading=\"lazy\" class=\"youtube-player\" width=\"640\" height=\"360\" src=\"https:\/\/www.youtube.com\/embed\/W1g_tE3VLKk?version=3&#038;rel=1&#038;showsearch=0&#038;showinfo=1&#038;iv_load_policy=1&#038;fs=1&#038;hl=en-US&#038;autohide=2&#038;wmode=transparent\" allowfullscreen=\"true\" style=\"border:0;\" sandbox=\"allow-scripts allow-same-origin allow-popups allow-presentation\"><\/iframe><\/span><\/div>\n<\/div><\/figure>\n\n\n\n<p><strong>Michele Hunt Interviews the iconic Peter Drucker<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-embed-youtube wp-block-embed is-type-video is-provider-youtube wp-embed-aspect-4-3 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<div class=\"video-container\"><span class=\"embed-youtube\" style=\"text-align:center; display: block;\"><iframe loading=\"lazy\" class=\"youtube-player\" width=\"640\" height=\"360\" src=\"https:\/\/www.youtube.com\/embed\/Fygzm1VYlhQ?version=3&#038;rel=1&#038;showsearch=0&#038;showinfo=1&#038;iv_load_policy=1&#038;fs=1&#038;hl=en-US&#038;autohide=2&#038;wmode=transparent\" allowfullscreen=\"true\" style=\"border:0;\" sandbox=\"allow-scripts allow-same-origin allow-popups allow-presentation\"><\/iframe><\/span><\/div>\n<\/div><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<figure class=\"wp-block-pullquote\" style=\"border-color:#0693e3\"><blockquote class=\"has-text-color has-vivid-cyan-blue-color\"><p>\u201cStrategy is a commodity, execution is an art.\u201d<\/p><cite>&#8211; Peter Drucker<\/cite><\/blockquote><\/figure>\n\n\n\n<hr class=\"wp-block-separator\"\/>\n\n\n\n<span style=\"font-size: xx-small;\">Image Credit:IsaacMao, <a href=\"https:\/\/www.flickr.com\/photos\/isaacmao\/62322208\" rel=\"nofollow\">https:\/\/www.flickr.com\/photos\/isaacmao\/62322208<\/a>; Jeff McNeill [CC BY-SA 2.0 (<a href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/2.0\" rel=\"nofollow\">https:\/\/creativecommons.org\/licenses\/by-sa\/2.0<\/a>); Vassia Atanassova &#8211; Spiritia [CC BY-SA 3.0 (<a href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/3.0\" rel=\"nofollow\">https:\/\/creativecommons.org\/licenses\/by-sa\/3.0<\/a>)]<\/span>\n<div class=\"sharedaddy sd-sharing-enabled\"><div class=\"robots-nocontent sd-block sd-social sd-social-icon-text sd-sharing\"><h3 class=\"sd-title\">Share this:<\/h3><div class=\"sd-content\"><ul><li class=\"share-linkedin\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"sharing-linkedin-1443\" class=\"share-linkedin sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/?share=linkedin\" target=\"_blank\" title=\"Click to share on LinkedIn\"><span>LinkedIn<\/span><\/a><\/li><li class=\"share-twitter\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"sharing-twitter-1443\" class=\"share-twitter sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/?share=twitter\" target=\"_blank\" title=\"Click to share on Twitter\"><span>Twitter<\/span><\/a><\/li><li class=\"share-facebook\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"sharing-facebook-1443\" class=\"share-facebook sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/?share=facebook\" target=\"_blank\" title=\"Click to share on Facebook\"><span>Facebook<\/span><\/a><\/li><li class=\"share-pinterest\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"sharing-pinterest-1443\" class=\"share-pinterest sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/?share=pinterest\" target=\"_blank\" title=\"Click to share on Pinterest\"><span>Pinterest<\/span><\/a><\/li><li class=\"share-reddit\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"\" class=\"share-reddit sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/?share=reddit\" target=\"_blank\" title=\"Click to share on Reddit\"><span>Reddit<\/span><\/a><\/li><li class=\"share-print\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"\" class=\"share-print sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/\" target=\"_blank\" title=\"Click to print\"><span>Print<\/span><\/a><\/li><li class=\"share-email\"><a rel=\"nofollow noopener noreferrer\" data-shared=\"\" class=\"share-email sd-button share-icon\" href=\"https:\/\/strategiesforinfluence.com\/peter-drucker-coaching-tips\/?share=email\" target=\"_blank\" title=\"Click to email this to a friend\"><span>Email<\/span><\/a><\/li><li class=\"share-end\"><\/li><\/ul><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Peter Drucker &#8211; 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