A series of opening statements on recent geopolitical, economic, and social developments affecting organizations and how their leaders think about “high performance”
The first key to raising performance is to clearly define the objective—and stay laser-focused on what it takes to reach it. Are leaders and organizations seeing their attention torn into too many directions in the current volatile environment? How do they reach consensus on what really matters?
Attracting and retaining top talent have never been harder. To get the people you need, do you need to ease up on performance demands? How do you get both high engagement and high performance? How can you create what Peter Drucker called the “spirit of performance?” In what organizations do we see it today? How can you fuel more of it?
Knowledge workers were abruptly pushed into the world of remote work in 2020, and many have no desire to go back to life as it was. As managers struggle with people’s different desires for work at home, collegial office life, and maximum flexibility, how must performance management evolve?
So many qualities are talked about in leadership: resilience, from resilience and agility to vision and integrity. Which of these capacities are most often lacking in managers? How do you realize more of your potential to have impact? What do the best coaches actually build in their clients?
Drucker had a lot to say about performance. Here are the major themes. Are his perspectives still valid? What, if anything, would he add (or subtract) today?
Creative friction or close friends? Colocated or virtual? Stable or changing? Using human capital analytics, researchers and large employers are discovering the keys to high performance at the project and team level – and the tradeoffs that can make for some difficult decisions.
It’s been said that “what can’t be measured can’t be managed.” Yet so much of what matters to stakeholders is impossible to gauge in consistent, disciplined ways. Where does this leave us?
M A S T E R C L A S S
Addressing Drucker’s Management Challenge for the 21st Century:
The Productivity of Knowledge Work
A conversation between Roger Martin, author, advisor and former Dean, Rotman School of Management, and
moderator David Champion, Senior Editor, Harvard Business Review
A long-time friend of the Drucker Forum, Roger Martin needs little introduction. In his latest book, he conducts a masterly deconstruction of the models that managers commonly – and unsuccessfully – use to address issues such as competition, use of data, culture, knowledge work, talent and M&A , and asks: isn’t there a better way? Here he will discuss his findings with David Champion, senior editor at HBR.
W O R K S H O P
How Management Was Invented - New Insights into Peter Drucker's Pivotal Years
With Yō Makino, Journalist and Drucker expert, and
Richard Brem, Senior Advisor, Peter Drucker Society Europe
One of Peter Drucker’s last interviews was published as a book in Japan and more recently in China – yet it never came out in English. Focused on the 1940s and 1950s, it throws important light on the earlycareer of the man who would become known as the ‘father of management’. Drucker specialists Makino and Brem will share insights and interview sound clips to illustrate the trajectory of Drucker’s thought and how he came to embark on his life’s work of defining management as a discipline.
SPEAKERS AND MODERATORS
Student of philosophy and political theory, Yale University
Managing Consultant, Gallup
Senior Advisor, Peter Drucker Society Europe
Senior Editor, Harvard Business Review
Dean, Farmer School of Business at Miami University in Oxford, Ohio
Tamara J. Erickson
Leadership Advisor; top ranked management thinker, T50
CEO, Disruption Advisors
Leadership Advisor at Egon Zehnder
Guila Clara Kessous
UNESCO Peace Ambassador, Executive coach
Journalist & Drucker expert
Roger L. Martin
Strategy advisor; former Dean, Rotman School of Management
Board member at Beamery
Special representative of the Austrian Federal Chancellor; Head of Think Austria
President & Chief Executive Officer, GE Appliances
Author, entrepreneur, artist, and consultant
Johnny C. Taylor Jr.
President and Chief Executive Officer of SHRM, the Society for Human Resource Management
CHRO Vinci Group
Founder and CEO, 20-first