Last year, on September 23, 2021, I wrote about my posts for Corporate Learning Network, for which I write mainly, though not only, about Peter Drucker-related topics.
Here are the nine posts published since then; as in last year’s post, I’ve linked to the post, provided a date of publication, and a brief excerpt.
Title: Your Self-Directed Peter Drucker-Related Fall 2022 Semester
Date: 9-7-22
Excerpt:
Mid-term Assignment
Visit a local library or bookstore for a field trip/site project. Spend at least 30-60 minutes browsing the shelves for books covering the topics covered in weeks 1-6. These books can be written by Drucker and/or other authors.
After you return, write an essay of 750-1000 words about books and authors you discovered that particularly resonated with you for their work on one or more of the topics.
For instance, you could write about discovering new authors on creativity as well as teamwork, and possibly about how those topics combine in interesting new ways.
Title: The Importance of Learning & Continuous Upskilling From Peter Drucker, Freelancer Extraordinaire
Date: 7-20-22
Excerpt:
In the spring of 1938, as a young man, Drucker did some fascinating foreign correspondent work in Europe for The Washington Post, one year after he moved from England to the United States. Sample articles: “Chamberlain’s Stock Sags in Great Britain” (Dateline: London; April 10, 1938) and “Under Germany’s Shadow: Populations Bordering on Nazi Empire in Danger” (Dateline: Zurich, April 16, 1938). The story of his involvement with the newspaper is told in Drucker’s 1978 memoir, Adventures of a Bystander. Drucker relates that he cold-called the foreign editor, Barnet Nover, walked into his office, and left two hours later with an advance for the first two pieces. Drucker further writes that he “… joined the Foreign Press Association and got a press card (which, incidentally, I never once was asked to show).”
Title: Your Six-Week Self-Directed Peter Drucker-Related Summer 2022 Semester
Date: 6-6-22
Excerpt:
Final Project
Write an essay of 1000-1500 words about the main points of what you’ve learned in the six weeks of the course. What Drucker-related topics were most valuable, and what topics you’d like to pursue in more depth in the future?
Projected Outcome
For purposes of keeping organized and maintaining strong time management, keep all of your material together, either in a computer file, or a notebook. That makes it easier to view your progress and connect the dots of what you’ve learned week to week.
If you apply yourself sufficiently, you’ll find that you’ve learned a lot about a variety of topics through a Drucker-related lens, and perhaps discovered some new writers and new resources in the process.
Title: 10 Key Insights to Unlock Your Company’s L&D Potential
Date: 5-5-22
Excerpt:
1. Learning Journeys for the Entire Organization
Ekpedeme “Pamay” M. Bassey is CLO/Chief Learning Officer and Chief Diversity Officer of The Kraft Heinz Company. She describes her role: “First, I drive the company’s global training and learning strategy, programs and initiatives, and second, I drive a culture of continuous learning, bold creativity and intellectual curiosity.”
She also contends that leaders must be role models for continuous learning: “Taking time to learn does not get in the way of leaders reaching targets, making strategies come to life and delivering results. It is the way.”
2. Adopting Peer Coaching Approaches
Meredith Bell, co-founder and President of Performance Support Systems, a global software company, contends that “companies often hire executive coaches for top-level leaders. But these services are expensive, so it’s not practical to invest in them for all levels of leadership. The answer is peer coaching—leaders coaching leaders.”
For further benefits, she writes that “for organizations committed to improving how leaders communicate with others, a leader-to-leader peer coaching program is a realistic way to make sure new skills become permanent habits.”
Title: Deepen Your Knowledge of Peter Drucker With This New 20 Question Quiz
Date: 3-24-22
Excerpt:
Question 11:
Who wrote the foreword to The Daily Drucker?
a. Tom Peters
b. Simon Sinek
c. Jim Collins
Question 12:
Which author, a former dean of the Drucker School, wrote a chapter, “Drucker on Marketing: Remember, Customers Are the Reason You Are in Business,” in the 2010 compendium The Drucker Difference?
a. Jean Lipman-Blumen
b. Jenny Darroch
c. Roxane Spitzer
Answers:
Question 11: c. Jim Collins
Question 12: b. Jenny Darroch
Title: Take Your Seat For The Spring 2022 Self-Directed Peter Drucker-Related Semester
Date: 2-21-22
Excerpt:
Week 3: March 7, 2022
Topic: Drucker on Turbulence and Disruption
Drucker Book Reading: Managing in Turbulent Times, 1980
Additional/Related Reading:
Disrupt Yourself: Master Relentless Change and Speed Up Your Learning Curve, by Whitney Johnson
Week 4: March 14, 2022
Topic: Drucker on Change
Drucker Book Reading: Managing in a Time of Great Change, 1995
Additional/Related Reading:
Flux: 8 Superpowers for Thriving in Constant Change, by April Rinne
Title: 10 Mindset Shifts for Thriving Inside and Outside the Workplace in 2022
Date: 1-11-22
Excerpt:
9. Make Unusual Mental Connections
The German marketing executive, author and former academic Hermann Simon, founder and honorary chairman of Simon-Kucher & Partners, had a longtime friendship with Peter Drucker.
In Simon’s recent book Many Worlds, One Life: A Remarkable Journey from Farmhouse to the Global Stage, he writes: “Because Peter Drucker understood history as few others do, he could peer into the future in his own unique way. He repeatedly impressed me with his detailed and extensive knowledge, and how he cleverly made unusual associations.”
Simon continues that “Drucker also possessed the skill of bi-sociation, the ability to make connections between seemingly disparate things. He transcended time and space and recognized relationships and analogies that escape the average person.”
Title: Peter Drucker: Insights of the Ultimate Knowledge Worker
Date: 11-16-21
Excerpt:
Drucker’s Eternal View Point of View
Drucker approached life and work from a big-picture perspective. He thought and acted in long, not necessarily linear time frames; taking in history, as well as the future.
“The future that has already happened,” he has written, “It is not within the present business; it is outside: a change in society, knowledge, culture, industry or economic structure. It is, moreover, a major trend, a break in the pattern rather than a variation within it.”
Seven months before his death, he remarked that “the people I have seen who were happy even after being successful are the people who want to leave something behind – a hospital that’s working, a company that’s working, whatever – or who are not money-focused, but achievement-focused, because that you’re never finished with.”
Title: Peter Drucker’s Timeless Insights for Today’s Knowledge Workers
Date: 10-25-21
Excerpt:
The Information-Based Society
Drucker was ahead of his time in recognizing the importance of information and knowledge, before personal computers and the availability of online information.
{John} Flaherty noted that Drucker advocated for continual learning in all professional jobs. This meant that managers and leaders also had to be teachers.
He also said that it was the personal/professional assets of people (including ongoing learning), more than money, that developed businesses and the economy.
These ideas predate ones that later came into wide usage, such as “human capital,” and “the learning organization,” made famous in Peter Senge’s 1990 book The Fifth Discipline: The Art and Practice of the Learning Organization.