Now that Peter F. Drucker has passed on, I feel duty bound to share some of his insights with you, little observations, pointers and gems that simply aren’t in his books or popularly known.
I had the pleasure of studying with the management sage for two and a half years. Much of the MBA I did at the Drucker School of Management, was earned in classes with Drucker, himself.
And I had the pleasure of serving as his informal chauffeur on Saturdays, when many of our classes met.
So, we talked.
One of Drucker’s recurring refrains was to “Study Success.” The idea is simple, really.
If we want to know what customers want, observe what they’re happily paying value for elsewhere, and either imitate that, or spin something off that will deliver even greater satisfactions.
The same concept applies to self-improvement and to getting the most productivity from those we manage.
We should study who is good at what, and ask: “Why?”
Minimally, they and we should do more of that with which we excel, and if possible we should analyze what our super-stars, our “natural leaders” and trendsetters are doing to achieve their exceptional results.
Typically, however, we do the opposite.
Instead of promoting and managing strengths, we obsess over weaknesses, and miss golden opportunities to build on our successes.
For example, nearly every sales or customer service team of any size has at least one standout, a person who seems to always get better results when dealing with customers.
Instead of trying to understand their behaviors, what they do, we turn our heads to underperformers and ask, “Why aren’t they better?”
Recently, major retailer Circuit City announced it was substituting cheaper, less experienced floor personnel for its more costly veterans.
I assure you Circuit City won’t understand or distill the essences of their best reps before firing them.
Why? Because they, along with 99.999 percent of other organizations, don’t study success.
This is the true failing, because without a template, how can they sustain their achievements and pass along their secrets to successive generations of employees?
Dr. Gary S. Goodman is the
best-selling author of 12 books and more than
a thousand articles. A frequent expert commentator on radio and TV, he is quoted often in prominent publications such as The Wall Street Journal and Business Week.
His seminars and training
programs are sponsored internationally and he
is a top-rated faculty member at more than 40
universities. Dynamic, experienced,
and lots of fun, Gary brings more than two decades
of solid management and consulting experience
to the table, along with the best academic preparation
and credentials in the speaking and training industry.
Holder of a Ph.D. from the
Annenberg School For Communication at USC,
an MBA from the Peter F. Drucker School of Management,
and a law degree from Loyola, his clients include several
Fortune 1000 companies along with successful family
owned and operated firms. Much more
than a “talking head,” Gary is a top mind that you’ll
enjoy working with and putting to use.
He can be reached at: gary@customersatisfaction.com.