Many of the thoughts expressed on this page are directly influenced and copied from the writings of Peter Drucker. I found his ideas to be extremely insightful and incorporate more of them into my management style than any other.
I am an avid reader of business, leadership and management books, and like to try out different techniques. Over the years, I have found what works and what doesn’t, and have developed my own unique style. Here are some of my business philosophies
When I interview a person for a position, I tell them about the position but spend more time learning about their skills and what they like to do. And one of the most frequent questions I ask other team members is “How are your enjoying your work?” and “What would you like to be doing next year? In 5 years?” The idea is that while every organization has certain needs that have to be filled, people are going to be most effective when they are doing something they enjoy and are good at. So it is important to be flexible with assignments and keep moving people when necessary, rather than forcing them into the box of a predefined, inflexible position.
When corporations first arose about 150 years ago, no-one really knew how to structure them, so they were structured on the only large organization that existed at the time: the military. This model produce the familiar top-down ruling hierarchy that still exists in most corporations today.
However, as we move into the 21st century an interesting transformation is taking place; more and more workers are knowledge workers in which they carry their tools in their heads and can go anywhere. So the traditional methods of controlling workers through is no longer effective.
So the 21st century requires a different type of management, one that treats workers more like volunteers. In this environment, high salaries, stock options and benefits are not enough to keep talented workers: everyone needs to enjoy their work and feel more like team members than subordinates. In this role, the president acts as a conductor instead of the boss.
(This is in a large part a summary of the writings of Peter Drucker especially from “Management Challenges for the 21st Century”)
Another defining moment in my life was working for Steve Marosi, the father of my lifelong friend Marc Marosi. Mr. Marosi used to tell me “Don’t ever be afraid to say that you don’t know”. Steve was a terrific mentor, and I took this advice to heart.
So while I enjoy challenges and struggling to find the way, I also try to remain humble and realize that I don’t know everything.