1. Peter Drucker 1909 - 2005

2. “I’m often embarrassed at how often I quote Peter Drucker, he had a way of saying things simply. Peter was far more than the founder of modern management, far more than a brilliant man, one of the greatest minds of the 20th century. He was a great soul. If I summed up Peter’s life in three words, it would be integrity, humility and generosity.... Peter was the only true Renaissance man I’ve ever known. He had a way of looking at the world in a systems view that said it all matters.”– Rick WarrenI taught religion once, many years ago, and I greatly enjoyed it. But I never had much use for theology. - Peter F. Drucker

4. 5 Characteristics that made Drucker Extraordinary • Kept the importance of serving the customer first • Insisted on the practice of management above theorizing • Reduced complex ideas to simple statements • Focuses on the responsibility of leaders • Treated everyone with deep respect

5. Questions • “The most important thing anybody in a leadership position can do is ask what needs to be done.” • The first function of management is to ask, “ What is our business?; What will be our business?; and What should be our business?” • Failure to ask ‘what is our business?” is what Drucker labeled “the most important single cause of business failure.”

6. Questions • Who is our customer? What does the customer consider value?” • “Knowledge workers who do not ask themselves, ‘What can I contribute?’ are not only likely to aim too low, they are likely to aim at the wrong things.” • Jack Welch’s most important Drucker lesson : ask “If you weren’t in this business today, would you invest the resources to enter it?”

7. Mission • We hear a great deal these days about leadership, and it’s high time we did. But, actually, mission comes first. Non-profit institutions exist for the sake of their mission.”

8. Management By Objectives • If you don’t set measurable objectives you have no way to determine the success or failure of your organization. • 3 stonecutters: • 1)I’m making a living • 2)I’m doing the best job of stone cutting in the country • 3) I am building a cathedral • Be careful about choosing your objectives “The measurement used determines what one pays attention to. It makes things visible and tangible. The things included in the measurement become relevant; the things omitted are out of sight and out of mind.”

9. Focus on Strength • Managers must match strength to opportunity. • Management’s task is to make people’s strengths effective and their weaknesses irrelevant. • Play to your strengths, don’t spend all your energy trying to fix your weaknesses. • Staff for strength, not to avoid weakness • Focus only on the things you are competent to do.

10. Decentralize decision making and authority • Ephesians 4:12 • Equip the saints for the work of ministry …

11. Practical • Leadership is doing • To believe that whatever we do is a moral cause, and should be pursued whether there are results or not, is a perennial temptation for non-profit executives—and even more for their boards. But even if the cause itself is a moral cause, the specific way it is pursued better have results. There are always so many more moral causes to be served than we have resources for that the non-profit institution has a duty—toward its donors, toward it customers, and toward its own staff—to allocate its scarce resources for results rather than to squander them on being righteous.