How To Become A Productive Leader

History has proved that leaders must develop themselves through crisis training. leadership 。 That is to say, effective leaders have experienced crises and know what measures and attitudes should be taken after the crisis occurs. These abilities are learned through their experience.

　　 Drucker The main field of early research is the management of organizations and society. Alfred Sloan, who used to teach Drucker, Sloan said to Drucker: "I think leadership is the first priority." But Drucker had different views. He thought that management should be done first, so he put forward a series of theories related to management. We know that Drucker has a book called "effective manager". There is not much introduction in this book about how to improve a person's leadership quality, and more emphasis on how to train managers for the organization and society. He believes that many managers can grow to be effective leaders through proper training and training.

Looking closely at it, you will find that leadership has always been a main thread in Drucker's life research. When we are faced with social organizations and institutions, Drucker's works all emphasize that as a social organization and organization, we must first determine leadership and mission, which is the first, which means Drucker believes that even NPO should define, define and implement its mission to define leadership.

According to the theory and experiment, what is the purpose of leadership according to Drucker's definition? In brief, it is a sentence "build up, revise and not serve the task of an organization, and ultimately pursue the result". This brings us a question. How can we institutionalize and form Drucker's theories and habits? A vice president of Human Resources Inc once threw a question to Drucker. "My chairman asked me to improve my personal charisma. What should I do?" Drucker replied, "you'd better take part in an acting class to learn to be a model." Drucker's view on leadership is so sharp because it comes from reality, not just from reality.

Charisma is confusing. It seems that if you have charm and followers, you will have leadership. If you insist on using charm, leadership will become a game of fame and fortune. Drucker is not interested in fame and fortune. The charm of some people has become a distinctive feature of his personality, which often leads to his leadership decline, and even to the harm of the organization is very large. Moreover, the more attractive people are, the more stubborn they are. The more they think they will never make mistakes, the more unwilling or daring to adjust and change the mission of an organization. So what kind of people are good charismatic leaders? In fact, the charm of a leader does not guarantee that he can be effective. The first thing a leader should do is to clarify your goals, because once you have set your goals wrong, you will not be able to talk about leadership, but rather misleading.

Drucker is very fond of history. He often introduces what history can do. One of his favorite enterprises' mission statement is from a retail department store in the United States, Sears Co. As early as 70s of last century, Sears's boss, Sears Robert, told the managers of various branches: "our goal is not to become a salesperson, but to become a good buyer of well-informed US middle class, first to purchase for farmers, and then to buy for the developing middle class." Why does Drucker like the mission of Sears Co? The reason is very simple. If the goods you buy can not be marketable, you have no choice but to sell them very much, that is to say, our customers decide our business.

To achieve effective leadership, we must first understand clearly what our mission is, how to define our mission, and how we can measure whether this mission is effective. We can decompose the established mission, decompose it into objectives and priorities, and then decompose it into a measurable scale, that is to say, establish certain standards. In fact, seriously considering the Manifesto of any organization, we can see that the declaration of the organization is appropriate or inappropriate: the first criterion is whether we can turn the mission into a result. If we can not transform the mission into a measurable result, such a fate may not be appropriate for the organization. {page_break}

Drucker believes that leadership means responsibility, not title or privilege. When a highly effective leader retires or leaves office, he often feels at ease. Because a highly effective leader shoulders great responsibilities on his shoulders, including organizing his mission, his people, his business and his development. For example, Carnegie, the steel king of the United States, wrote this sentence on his tombstone: "here is a man who is not afraid of his subordinates to be stronger than himself." Most of the most effective leaders believe that improving organizational performance is an unshirkable responsibility. We know that President Truman has a famous brand on his desk. The brand is engraved with such words: "responsibility is the responsibility here." that is, no matter what happens in the country, the president will bear the responsibility that he is duty bound to bear.

Effective leadership requires leaders to win trust. What is trust? Trust means that your subordinates or followers firmly believe that your leader can be consistent in his words and deeds, including his subordinates believing in the integrity of the leader himself, because your integrity is following you.

Then comes the question. How do you know that the person you follow is a real leader rather than a misleading person? It can be judged that generally misleading people are more interested in their own rights than they are concerned about the mission of the organization, that is, misleading people who are not concerned about their mission and are very concerned about power. Such people often use organizational means to satisfy their desire for personal power. In fact, every organization has some misleading people at different levels. Drucker's point of view is that the misleading person will be corrupted. Such a person's personal characteristics are rather bad, and the desire to express himself is often very strong.

When it comes to effective leadership, historical experience shows that leaders must exercise their abilities in crisis to develop their leadership. That is to say, effective leaders have experienced crises and know what measures and attitudes they should take after the crisis occurs. These abilities are learned through their experience, they know how to act, they believe in their abilities, they are also confident, and they believe in others.

Another major challenge faced by many organizations is to select successors for leaders. In the long run, in order to do well in succession work, we should start preparing and training as early as possible. First of all, whether it is an organization, a leader or a successor, we must recognize the same mission values, that is, through these efforts, we can make our organization run in an orderly way and keep youth forever.

On Drucker Administration The book does not focus on the topic of leadership. He mainly defines leadership. Until now, I have not found any better definition than Drucker's definition. Drucker's definition of leadership is to raise the vision of mankind to a higher level, to raise one's performance to a higher standard, and to bring a person's personality to the extreme. We can see that such a definition of leadership is indeed very high standard. We have to achieve very difficult. Leaders should attach importance to the importance of everyone. We should take a look at the value of these people. We should combine personal values with organizational values as much as possible.