Positive Psychology Insights

I guess it must be really hard to be a management guru these days. No matter what you say, no matter how brilliant you are – there’s a very high probability that somebody will already have laid out what your core message is. And with “somebody”, I don’t refer to a lot of people, I’m just talking about one person: Peter Drucker.

If you visit, e.g., his notable quotes on GoodReads, you’ll find that he was an incredibly smart thinker – and the he basically laid out all the principles of modern (and in some instances: post-modern) management (in the best sense of the word…). And he did all of that mostly during the 1950s and 60s!

Last week, I stumbled upon a quote that gives rise to the assumption Peter Drucker was also able to foresee some of the developments in Positive Organizational Scholarship (POS), e.g.,  Jane Dutton’s concept of High-Quality Connections, or Kim Cameron’s idea of leading by managing Organizational Energy.

Here are some additional quotes alluding to the rise of Positive Organizations:

Peter Drucker on Positive Deviance and High-Quality Connections

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.

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The work relationship has to be based on mutual respect. Psychological despotism is basically contemptuous—far more contemptuous than the traditional Theory X. It does not assume that people are lazy and resist work, but it assumes that the manager is healthy while everybody else is sick. It assumes that the manager is strong while everybody else is weak. It assumes that the manager knows while everybody else is ignorant. It assumes that the manager is right, whereas everybody else is stupid. These are the assumptions of foolish arrogance.

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The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done.

Peter Drucker on Strength Orientation

A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.

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We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

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A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.

Peter Drucker on Purpose

An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.

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Only a clear, focused, and common mission can hold the organization together and enable it to produce results.

Peter Drucker on Self-Knowledge and the Growth Mindset

Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.

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People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according to what they consider to be achievement and attainment. If they demand little of themselves, they will remain stunted. If they demand a good deal of themselves, they will grow to giant stature—without any more effort than is expended by the nonachievers.