What Everybody Knows

Is Frequently Wrong

What everyone knows is frequently wrong. It is wrong because people

make one or more erroneous assumptions and then everybody else buys in.

To use this wisdom effectively, a decision maker needs to look at the

source and determine its reliability and validity. Usually this involves
“peeling the onion” to get to the very core source.

Self-Confidence Must
Be Built Step-by-Step

Become an uncrowned performer by seeking out and volunteering for a variety of tasks,
especially those that you have never
done before, whenever you can.

2. Develop your expertise. Expertise is a major source of confidence and power.

3. Use positive mental imagery. Simulations in the mind are rehearsals for success. They are
interpreted by the mind as real
experiences. They will boost your self-confidence as if you had
the actual experience.

4. Act confident and become confident. Behave as if you are already

confident of success in any situation, even if you are uncertain.

Approach Problems with Your

Ignorance—Not Your Experience

My final conclusions regarding this Drucker lesson is that no one need be afraid of
being incapable of solving any problem, managerial or otherwise.

While a manager may lack specific knowledge, experience, or expertise at the

beginning of a quest, this is not necessarily a bad thing.

On the contrary, beginning with ignorance, and recognizing it, is possibly the best way to
approach any problem to obtain an optimal solution.

Develop Expertise Outside Your

Field to Be an Effective Manager
Peter felt strongly that there were other important elements in becoming an effective manager
than the traditional tracks to the top.

He specifically mentioned past proven success and personal readiness for the job. He also
emphasized that any manager’s preparation for a top job was primarily the
responsibility of the individual executive.

Drucker clearly saw that certain abilities were needed by executives at the strategic level which
were not developed through challenges at the tactical level, and he hit on a unique way
for an executive to develop these
abilities.

He encouraged us to become experts in at least one field outside of our professions

Outstanding Performance Is
Inconsistent with Fear of Failure

There is little question that eliminating any fear of job loss will impact your own future as a
manager and an executive in a very positive fashion.

First of all, it helped me to understand myself and opened my eyes to concerns I was
unaware of but that others had.

It was the catalyst which began my career

writing business books, and it helped me to advance in the other careers I
pursued, in the military and in academia.

You Can’t Predict the Future,

But You Can Create It

Quit worrying about your future environment. No one can predict it.

Especially don’t focus on why you can’t do something. Instead, decide

what your objectives are, look at the resources you need, and do a situational analysis.

Then go from there and take action. Others have created their futures, and so can you!

People Have No Limits,

Even After Failure

Peter’s basic premise of self-development was that all managers have both strengths and
weaknesses. You should develop and capitalize on your strengths, and strive to make
your weaknesses irrelevant.
He also recommended that all managers start their self-development by asking themselves:
“What business am I in?”

Peter Drucker’s career did not develop through luck or political favoritism. He encountered
real obstacles which he had to overcome.

However, through purposeful self-development based on the principles he practiced, hard

work, and his own natural abilities, he not only made contributions which are unique and
significant, he reached the pinnacle of the
profession he chose.

Base Your Strategy on the

Situation, Not on a Formula

There were three key aspects of any situation that Drucker had to take into consideration.
These were:
1-what Drucker called the “certain” or fixed variables of the environment
over which the strategist had little control, along with the resources already available or
those that could be obtained.

2-the variables over which the strategist could always exercise control,
and which could support the strategy decided upon.

3-the principles which he knew intuitively and applied unconsciously.

He then had to put all these variables together in such a way as to achieve the objectives
desired.