Chapter 7 Pg’s 169-170 Lead With Love By Gerry Czarnecki
Peter Drucker was probably the greatest thinker and most prolific writer on organizational leadership of the twentieth century. He is often referred to as the father of modern management because more than any other thinker, he spent a large part of his life defining the role of the leader/ manager. It is almost impossible to write a book on management without recognizing the monumental reliance we all have on his commitment to making management a “profession” rather than an art form.
Many writers on leadership make such a distinction between leading and managing that they imply the term management is a lower order of skill, a position that has no merit. In the world of work, those “in charge” are required to lead and manage. Leading is what we do for, with, and to people; managing is what we do to assure ourselves those goals we are responsible for are actually achieved. Peter Drucker was one of the first to define several critical functions of management that earlier in this book were referred to as the mechanics of management. The critical functions he identified and those most critical to being an effective leader who implements “systems” to lead, are planning, organizing, directing, and controlling. Remember, these are not a lower order of activity; they are added activities the leader must deploy in order to effectively execute the unit’s goals. They are complementary to the first six LEADERSHIP principles discussed earlier.
These functions generally define the activities required to maintain the process disciplines (systems) all leaders must have if the results of their efforts are to be superior and timely. Any leader focused on results must recognize that leading without effective execution by the organization is simply wandering. Effective execution is only possible if the leader has people and processes (systems) in place to generate superior results. As discussed in an earlier chapter, every organizational leader must establish expectations. But simply establishing goals without plans is fruitless. Plans are the pathways that define how we will achieve the results. The leadership function of “assignment” requires the right people to be assigned to the right jobs. Assignment is a critical first step, but those people must be “organized” and “directed,” with organizational structure, effective work processes, and systems to support the plan’s execution. In addition to those processes, there needs to be some way to assure the processes are executed properly, and that is the critical role of direction. The leader and his managerial assistants must assure execution occurs. With “direction” in place, the leader and his staff. Must have the “controls” to make certain that systems are in place to monitor progress and make any mid-course corrections required to achieve peak performance. The leader should delegate many aspects of the plan’s execution, but delegation without control is abrogation.