Tag Archives: management thinking

Drucker-Savvy “Leadership”

This week I will be participating in the Global Peter Drucker Forum (#GPDF17); dialoguing with speakers, participants and Drucker Challenge winners about the conference theme: Growth and Inclusive Prosperity. This is my third Drucker Forum and I am looking forward to learning and sharing insights with top management thinkers and practitioners: thought leaders, writers, consultants, CEOs, students, teachers and entrepreneurs.

I have written about the “cult of leadership” and I see it prevalent every day in organizations. My goal, this week, is to unpack more inclusive management practices as well as effective strategies for managing an organization in a world that is constantly changing. No geniuses, no “administration”, no so-called leaders; real human beings ensuring that real human beings can realize their full potential – and by extension their organization’s full potential – through solid yet iterative practices, processes and measurements.

My recent article for Forbes Mexico pulls ideas around social ecology, VUCA and the theme of the Drucker Forum together for a Latin American audience.

And growth and inclusion is really what needs to be talked about and implemented. Not just from “leaders” or “theorists” but as a question of  how we as managers and as organizational thinkers and doers can ensure that organizations don’t need geniuses or superhumans to manage it. Drucker said institutions  “must be organized in such a way as to be able to get along under a leadership composed of average human beings.”

Human beings. That is what we are. Take away titles and offices and paycheques. We must find better solutions for growth and learning by more effectively connecting interests, harnessing opportunities in our complex, ambiguous, volatile and uncertain environment, and creating organizations & mechanisms that solve problems through a human centered approach that thrives on creation of value.

EMC

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Savvy Saturday October 21, 2017

Today’s savvy thought comes from Peter Drucker and from one of the objectives of the Founder of the Global Peter Drucker Forum, Richard Straub. As I prepare for the upcoming Forum in Vienna in just a few weeks, I am also pondering the theme of the Forum: Growth and Inclusive Prosperity.

Marketing is enthusiasm transferred to the customer.(2).png

 

 

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Savvy Saturday: Integrity

Integrity stems from the Latin word ‘integer’ meaning whole and complete. Integrity implies an inner sense of ‘wholeness’ and consistency of character. When you are in integrity, people see it through your actions, words, decisions, methods, and outcomes. You are coherent and consistent and that makes you, you.

It also means that people can trust you. They know what they are dealing with. You don’t leave parts of yourself behind; you don’t have a ‘work you,’ a ‘family you,’ and a ‘social you.’ What you say, do and mean is consistent. This builds confidence and trust and therefore it is often quoted that “integrity” is the most important leadership quality.

EMC

 

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Savvy Saturday July 22, 2017

Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
Colin Powell

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Forming Other Leaders

under sail

Here is an excerpt from an article I wrote several years ago about leadership. Rings true today as I study and write about balance and successful leadership in organizations in Latam.

Leadership is…

… about forming other leaders.
I have “taken the helm” of a sailboat many times. I don’t remember having to ask for permission. Leadership means forming other leaders and inspiring others to take risks, take action and help to further the shared vision. It’s not about control or power but rather about giving those things to others so that the whole can be larger than the sum of its parts.

“No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.” Peter Drucker

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Savvy Saturday December 31, 2016

 

“Strategy is a commodity, execution is an art.” – Peter Drucker

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Growth Mindset: Moving Towards Drucker’s Entrepreneurial Society

Entrepreneurship in the Spanish language is most commonly translated as “emprendimiento” coming from the verb “emprender” which means to ignite or start something. For many generations, entrepreneurs in Latin America have started their own businesses for d4e051b46efa7280a957f01bfb5aeecf1.jpgiverse reasons including, as the management thinker Peter Drucker pointed out, a response to a social problem disguised as a business opportunity. A glimpse at the “Rey del Banano” (King of the Banana) rags-to-riches story in Ecuador supports Drucker’s claim; born into poverty, Luis Noboa Naranjo launched the successful Bonita Banana Company after piecing together profits made from sales of newspapers and household items. Noboa later established the Noboa business group; at one time, his business venture was credited for generating 5% of the Ecuador´s Gross Domestic Product.

Nevertheless, an entrepreneurial venture or entrepreneurial economy does not an entrepreneurial society make. It requires something more: not just “igniting” entrepreneurial fires but having the mindset to ensure that the entrepreneurial flame will not die. An entrepreneurial society requires a “growth mindset” – an idea developed over a decade ago by Stanford University psychologist Carol Dweck to explain achievement and success. Dweck compares and contrasts “fixed mindsets” and “growth mindsets”; she concludes that if we focus on learning and improvement as a consistent goal, environment, and the country we are born in, economic realities, as well as adversity or failure, can become powerful impetuses to ensure we grow and overcome pre-conceived limitations to achieving success.

Harkening to the 2016 Olympics currently underway in Rio de Janeiro, an athlete with a “growth mindset” pushes through in order to grow as an individual, an athlete and a citizen representing a nation. They see their failures as a call to further action and continuous training; in other words as a “not yet” rather than a “not ever.” There are clear parallels in athletic training to Drucker’s own words describing an entrepreneurial society where “innovation and entrepreneurship are normal, steady, and continuous.”

For an entrepreneurial society to prosper, members need growth mindsets to consistently keep the entrepreneurial flame alive and support those willing to push the limits of an “employee” society in order to find solutions to the world’s problems. Peter Drucker saw entrepreneurship and entrepreneurial culture as the lifeblood of society (Innovation and Entrepreneurship: 1985). He heralded a new era that would see a shift from an employee society towards an entrepreneurial society. In Latin America, where I live and work, “emprendedores” are igniting entrepreneurial fires with creativity, innovation and problem solving skills; yet the region – like many other major trading areas in the world – continues to call for a growth mindset from members of society that would lead us through economic and political instability and clear past the “same-old” power dynamics.

Global discussions around “entrepreneurial society” must be inclusive with ideas from developing as well as developed countries, public and private counterparts, local and international companies, thinkers and managers, students and teachers, entrepreneurs and intrapreneurs, CEOs and investors. If an entrepreneurial society is to flourish, we need a “mindset” of constant learning and growth supported by connections across real and psychological boundaries. In every corner of the globe, adopting a growth mindset together with learnings from larger discussions of entrepreneurship and transformation, will help us move to a society of creators, co-creators and organizations that respond ethically, empathetically and effectively to the societies we serve.

-EMC

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Keep on going…

This blog has been over two years in the making. At the outset, I sought to link management theories to best practices in Latin America. I have endeavored to provide inspiration to entrepreneurs, managers, leaders and decision makers that will make their organizational efforts resound with people and, in particular, users in Latin America.

For me, as Esther Clark and Founding Partner of Hipona Consulting, it has been a journey of exploration and learning. There are weeks when it is hard to find inspiration in the world around me. It is also difficult to find examples of leaders in real life; even when I know those leaders exist but are barred from acting like leaders because ego, legacy, comfort or other factors in their personal or professional lives. That’s why I think this blog and the messages I relate are important.

While I journey towards new professional challenges, I urge you to come along with me. To “keep on going” towards promoting better management practices, exploring new markets or focusing more on the clients we have. From my side, I will be refocusing this blog to serve my clients better and to share what I have gained for working with boards and executives (and entrepreneurs!) in Latam: connecting interests.

Thank you to my loyal followers and for your comments and engagement over the years.

-EMC

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