{"id":2775,"date":"2015-06-27T10:21:32","date_gmt":"2015-06-27T14:21:32","guid":{"rendered":"http:\/\/www.trustacrossamerica.com\/blog\/?p=2775"},"modified":"2015-06-27T10:21:32","modified_gmt":"2015-06-27T14:21:32","slug":"peter-drucker-on-building-trust","status":"publish","type":"post","link":"https:\/\/www.trustacrossamerica.com\/blog\/?p=2775","title":{"rendered":"Peter Drucker on Building Trust"},"content":{"rendered":"

\"TAA_R2_EDIT-CS3\"<\/a><\/p>\n

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What\u00a0can we learn about trust from the great leaders, teachers, writers and philosophers?<\/strong><\/p>\n

JUST ABOUT EVERYTHING<\/strong><\/p>\n

This week we turn our attention to the words of Peter Drucker, an author, educator and management consultant\u00a0who was hailed by Business Week as the “man who invented management.”\u00a0\u00a0<\/span>This article pulls\u00a0together twenty of his most inspiring quotes. Regardless of your role in life- a parent, teacher, business, religious or military leader, the following contain many messages\u00a0about character, competence and consistency, the key ingredients for building trust.<\/p>\n

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  1. \u201cTo do the most good requires saying no to pressures to stray, and the discipline to stop doing what does not fit.\u201d<\/li>\n
  2. \u201cEffective leadership is not about making speeches or being liked; leadership is defined by results not attributes.\u201d<\/li>\n
  3. \u201cWhenever you see a successful business, someone once made a courageous decision.\u201d<\/li>\n
  4. \u201cEvery enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management\u2019s first job is to think through, set, and exemplify those objectives, values, and goals.<\/li>\n
  5. \u201cSuccess in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.\u201d<\/li>\n
  6. \u201cRank does not confer privilege or give power. It imposes responsibility.\u201d<\/li>\n
  7. \u201cPeople who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.\u201d<\/li>\n
  8. \u201cLeadership is not magnetic personality, that can just as well be a glib tongue. It is not “making friends and influencing people”, that is flattery. Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.\u201d<\/li>\n
  9. \u201cA person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.\u201d<\/li>\n
  10. \u201c1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?\u201d<\/li>\n
  11. \u201cThe focus on contribution by itself supplies the four basic requirements of effective human relations: communications; teamwork; self-development; and development of others.\u201d<\/li>\n
  12. \u201cMany brilliant people believe that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.\u201d<\/li>\n
  13. \u201cMeetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time.\u201d<\/li>\n
  14. \u201cGentlemen, I take it we are all in complete agreement on the decision here.\u201d Everyone around the table nodded assent. \u201cThen,\u201d continued Mr. Sloan, \u201cI propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.\u201d<\/li>\n
  15. \u201cplan, organize, integrate, motivate, and measure.\u201d<\/li>\n
  16. \u201cManagement is doing things right; leadership is doing the right things.\u201d<\/li>\n
  17. \u201cIf you want something new, you have to stop doing something old\u201d<\/li>\n
  18. \u201cThe most important thing in communication is to hear what isn’t being said.\u201d<\/li>\n
  19. \u201cEfficiency is doing the thing right. Effectiveness is doing the right thing.\u201d<\/li>\n
  20. \u201cThe three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader’s charisma. What matters is the leader’s mission.\u201d<\/li>\n<\/ol>\n

    My favorites are #4, #6, #16 and #20. How about yours?\u00a0<\/strong><\/p>\n

    Want to read more from this series?<\/p>\n

    We recently\u00a0highlighted some of the best quotes on building trust from:<\/p>\n