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Index
Praise
Title Page
Copyright Page
Dedication
Foreword
Introduction
Drucker’s Evolving Attitudes Toward Leadership
Drucker’s Model for Effective Leadership
PART ONE - The Leader’s Role in Shaping the Organization’s Future
CHAPTER 1 - The Fundamental Decision Determining the Business of the Organization
Defining Your Business Is No Small Thing
How to Obtain Commitment to the Mission Throughout the Organization
Why Everyone Should Be Heard
How to Answer the Question, What Is Our Business?
When Should You Define Your Business?
Drucker’s Advice on Defining the Business of the Organization
CHAPTER 2 - The Process Creating a Strategic Plan
Drucker’s Vision of Strategic Planning
The Function of a Strategic Plan
Drucker’s Three Questions to Determine an Organization’s Future
Moving Forward on the Strategic Plan
The Impossibility of Accurate Forecasting
Drucker’s Secret (Which Violated His Own Rule)
Drucker’s General Directions Lead to New Ideas
Fine Tuning and Judging the Future You Have Selected
Drucker on the Process of Creating an Organization’s Future
CHAPTER 3 - Look, Listen, and Analyze The Information the Leader Needs
Looking Out the Window: A Carefully Chosen Metaphor
The First Thing You See When You Look Out the Window: The Broad Environment
Keeping Your Focus While Looking Out the Window
The Second Thing You See When You Look Out the Window: Specific Targets
Market Research: Acquiring the Information You Need
Drucker on the Information the Leader Needs and What to Do with It
CHAPTER 4 - Methodology Developing Drucker Based Strategies
Strategy Not by Formula
Drucker’s View of Strategy
Questions Any Company’s Strategy Must Answer
A Hypothetical Drucker Methodology
Principles, Resources, and Fixed Certainties
Developing Strategy Based on Drucker’s Concepts
CHAPTER 5 - Taking Action What It Takes to Implement Your Plan
Implementing and Controlling Your Plan
Drucker’s Metrics for Control
The Ultimate Control
Drucker’s Concepts on Taking Action
PART TWO - Ethics and Personal Integrity
CHAPTER 6 - Drucker’s Views on Business Ethics
The Concepts of Integrity, Ethics, Morality, Honor, and the Law
Drucker’s Early Struggles with Unethical Leadership
Drucker’s Analysis of Business Ethics for the Leader
Drucker on Ethics for Leaders
CHAPTER 7 - Effective Leadership and Personal Integrity
Integrity in Action
My Own Experience of Integrity in Action
Drucker on the Need for Personal Integrity
CHAPTER 8 - The Seven Deadly Sins of Leadership
Why the Seven Deadly Sins?
The Leadership Sin of Pride
The Leadership Sin of Lust
The Leadership Sin of Greed
The Leadership Sin of Sloth
The Leadership Sin of Wrath
The Leadership Sin of Envy
The Leadership Sin of Gluttony
Drucker on What a Leader Should Avoid
CHAPTER 9 - Effective Leadership and Corporate Social Responsibility
The Drucker Difference
Drucker on Leadership and Social Responsibility
CHAPTER 10 - The Responsibility of a Corporation First, Do No Harm
The Hippocratic Oath and Primum Non Nocere
Ensuring No Harm Is Done
Look Before Leaping
Never Change for the Good Without First Considering the Future
The Great Housing Depression
Drucker on Doing No Harm
PART THREE - The Military: Drucker’s Model Organization
CHAPTER 11 - Leadership Lessons from Xenophon
Who Was Xenophon?
The Consequences of Inaction
Leading the Troops: Pointers for Subordinates
How to Motivate
Reputation Must Be Earned
The Value of Worker Health in Leadership
Drucker’s Thoughts on Xenophon
Drucker on What Xenophon’s Lessons Meant
CHAPTER 12 - Training and Developing Leaders
Training Leaders in the Military and Civilian Worlds
Leadership Training: Starting on Day One
The Need for Continual Evaluation and Feedback
Applied and Practical Training
The Importance of Follow-Through
How to Handle Mistakes
Advantages of the Military Model
Drucker on Training and Developing Leaders
CHAPTER 13 - Promotion and Staffing
A Rational Promotion System
Staffing Decisions
Drucker on Promotion and Staffing
CHAPTER 14 - The Heart of Leadership
Command-and-Control Leadership
Leadership in Battle
Why Emulate Military Leadership?
Drucker and the Eight Principles
Drucker on the Heart of Leadership
CHAPTER 15 - Leadership for Upper Management
An Old Problem That Has Only Gotten Worse
The Leap from Tactical to Strategic
The Challenge of Specialization
The Responsibility of the Organization for Selection
How to Prepare for High Level Leadership
Drucker on Preparing for Top Management
PART FOUR - Motivation and Leadership
CHAPTER 16 - Leadership Style as a Motivator
Theory X and Theory Y
Drucker’s Views on Theory X
Five Dimensions of Work
How to Make Theory Y Work
Drucker on Style and Motivation
CHAPTER 17 - Motivating to Peak Performance
Employee Satisfaction Will Not Motivate Performance
Drucker’s Four Paths to Creating the Responsible Worker
Drucker on Motivation
CHAPTER 18 - Charisma as a Motivator
Was Drucker Right?
Charisma Defined
Are Charismatic Leaders “Misleaders”?
Researching and Developing Charisma
Drucker on Charisma as a Motivator
CHAPTER 19 - The Volunteer Paradigm
Why People Volunteer
Drucker on Treating Employees as Volunteers
PART FIVE - The Marketing Model of Leadership
CHAPTER 20 - Applying Marketing to Leadership
The Difference Between Marketing and Selling
The Rise of Marketing
The Value of Marketing as a Leadership Model
How to Adopt Marketing as a Leadership Concept
CHAPTER 21 - Applying Segmentation to Leadership
Disadvantages of Mass Marketing
The Solution for Marketers and Leaders: Segmentation
What Segmentation Means for the Leader
The Basics of One-on-One Segmentation
Interacting with Staff in the Workplace
Interacting with Staff Outside the Workplace
Off-Duty and Unofficial Meetings
The Function of Segmentation in Leadership
CHAPTER 22 - Applying Positioning to the Organization and the Leader
The Role of Positioning in Communication
Case Study: How to Apply Positioning to Leadership
Analysis of the Problem and Its Solution
The Benefits of Being First
CHAPTER 23 - The Role of Influence and Persuasion on Strategy and Tactics
The Mass Mind
Strategies of Influence and Persuasion
EPILOGUE
NOTES
ABOUT THE AUTHOR
INDEX
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