On June 8, 2015 the following interview was recorded:
Peter Drucker, the father of Modern Management, long ago pioneered the idea of the knowledge worker. With the advent of the knowledge worker came the concept of managing oneself. Drucker stated “more and more people in the workforce…will have to manage themselves. They will have to place themselves where they can make the great contributions; they will have to learn to develop themselves” (Drucker, Management Challenges for the 21st Century, p. 163).
Frances Hesselbein, CEO of The Hesselbein Leadership Institute, co-author of Drucker’s Five Most Important Questions, and dear friend of the late-Peter Drucker.
Joan Snyder Kuhl, founder of Why Millennials Matter, an international speaker, and co-author of Drucker’s Five Most Important Questions.
Paul Sohn, has a heart for equipping, connecting and transforming the next generation of leaders through his work as a Leadership Coach and Purpose Weaver.
The Drucker Challenge will take place in Vienna, Austria on November 5th and 6th and asks the question, “what will it take to manage oneself in the digital age?”
Tune in as we discuss this important challenge of “Managing Oneself in the Digital Age”, discuss the Drucker Challenge competition, and connect young professionals here in the United States to the international forum!
Interview Transcript
The Drucker Challenge, Managing Oneself in the Digital Age
Todd Greer: Hello, and welcome to a very special episode of The Nonprofit Exchange: Leadership Tools and Strategies. So thrilled to be able to welcome in the amazing, wonderful panelists for our roundtable on The Drucker Challenge. Today, we are joined by Frances Hesselbein, Joan Kuhl, and Paul Sohn. So thrilled to have you here. We are talking about some extremely important things, one being the primary legacy of Peter Drucker. I want to welcome you in and let you know who is with us today on the program.
Our first guest with us today is Frances Hesselbein. She is an amazing woman. She is the president and CEO of the Frances Hesselbein Leadership Institute. She is its founding president. Prior to founding the institute, she served as the CEO for the Girl Scouts USA. Between 1965 and 1976, she rose from troop leader to CEO, holding the position of CEO for 14 years. During her time, she grew the organization into a monster of a wonderful organization, bringing girls in from all parts of our society. Whether you are talking rural, urban, or suburban, Frances led the effort to bring girls in, to give them programming, to help them grow their efficacy and understanding of what it takes to be successful. In 1998, she was honored by President Bill Clinton with the Presidential Medal of Freedom for her work with Girl Scouts USA. Today, she is the editor-in-chief of Leader to Leader Journal, she is the author of a zillion different books, including a half dozen seen behind my shoulders. She is a lead author on the recently released Peter Drucker’s Five Most Important Questions. Frances, we are so absolutely thrilled to have you in with us.
Frances Hesselbein: Well, I am so thrilled to be with you.
Todd: Frances, right next to you is Joan Kuhl. Joan is the founder of Why Millennials Matter. She is an international speaker. She is a multi-time successful book author. She has dabbled in both business and health care, but she has found her niche in mentoring and developing millennials across the country and truly across the globe. She has been mentoring millennials for a decade now, which is a beautiful message because she is only 17 herself. She has an MBA. She is a certified instructor. She does so much to lead and let organizations understand what it looks like to work with millennials. Her advice has been in The Wall Street Journal, The New York Times, Leader to Leader. Cosmopolitan Magazine has chosen her to be part of their inaugural Millennial Board of Advisors. She has been featured at amazing places like 92Y; just last week, she was speaking there. She has written The First Globals: Understanding, Managing, and Unleashing Millennial Generation with John Zobbie. She is a keynote and panelist all over the country. Joan, thrilled to have you in with us.
Joan Kuhl: Thank you, Todd. I am so excited to be with all of you.
Todd: Last but certainly not least, we have our young man on the panel, Paul Sohn. Paul is a leadership consultant, blogger, and author. He has worked with Fortune 100 companies and is now working with Giant Worldwide as a consultant. He has been ranked as one of the world’s top 50 leadership bloggers to follow. Paul is listed as one of the top 33 under 33 Christian millennials by Christianity Today. He is pursuing a graduate degree at Pepperdine University, the world’s premier organizational development master’s program. Paul, wow, we are thrilled to have you on the program as well.
Paul Sohn: It’s an honor, Todd. Thank you for having me. I really appreciate it.
Todd: Look, folks, I am just thrilled to be here with three amazing panelists, three amazing guests. We want to dig into some really important topics. I want to start with a really important question. I am going to ask you this, Frances. Frances, who is Peter Drucker?
Frances: Peter Drucker is and was the founder of modern management and has had the greatest impact upon leaders in all three sectors, with hundreds of books and films and videos all bringing the Drucker philosophy alive to leaders at every level across the organization. He is skilled at the language of leadership with maxims such as “Think first, speak last.” Another one I love is, “Ask, don’t tell.” That could be translated into any language and moves easily around the world. When Peter Drucker says that your mission should fit on a T-shirt, he began a not-so-quiet revolution that would continue to celebrate and share in today.
Todd: It’s an amazing thing. We look at the lasting legacy of Peter Drucker. Frances, you obviously had the wonderful experience of not just a partnership and working alongside him, but a friendship. What do we think of as Drucker’s legacy? What do we still see today?
Frances: When Peter Drucker instilled the language of leadership and when he moves his three questions across all three sectors, what is our mission, who is our customer, what does the customer value, and once we have published this, celebrated it, put it on posters, he said, “No, no, there are five questions.” What is our mission? Who is the customer? What does a customer value? Then what about results? What is our plan? He said, “If you don’t end up with a plan, a good time was had by all, and that is all.”
Todd: Absolutely. It’s a beautiful thing. It’s interesting because we have Paul who is a millennial; I am a cusper; Joan, I think you’re right in that cusper level, but just barely on the X side if I’m right; but each of us have been profoundly implicated by the legacy of Peter Drucker. It’s one of those things that you start to think about what has been passed down to us over the years.
A quick snippet. I am currently reading Innovation and Entrepreneurship by Peter Drucker. It’s a book that came out in 1984. I was three years old. Yet the things that Peter Drucker talks about in that book are the same key areas that are being talked about all across the world in all three sectors. Frances, you hit the nail on the head.
Frances: Yes, and we continue; even after Peter passed, we changed the name. We began as the Peter Drucker Leadership Institute, but to us, it is still the Peter Drucker Institute. Our job is to move Peter across the country and around the world.
Todd: Speaking of moving around the world, we’ve got something really important that we want to be talking about, which is the Drucker Forum. Joan, talk to us a little bit about what this Drucker forum is and the corresponding global Drucker Challenge.
Joan: It is so exciting. The Frances Hesselbein Leadership Institute is a huge fan and supporter of the Global Drucker Challenge, and the International Drucker Forum is actually one of the leading management congresses in Europe. It brings together extraordinary dynamic leaders of every sector, talking about Peter’s philosophies. This is now going into the sixth year. This international forum takes place in Peter’s birthplace, Vienna, Austria, in November of each year, and the dates are November 5-6. It’s also live-streaming. Those of us who can’t be there in person can experience it online, as Frances and I did this past year. It’s an extraordinary forum of really innovative thinking. To our point, but also thinking about how Peter’s wisdom is timeless.
What we are excited to share today is this huge opportunity for millennials to grow as a community of followers of Drucker, but also compete for an opportunity to be at this forum in Austria. There is a cash prize as well. What is based on, this Global Peter Drucker Challenge, it shares the same mission that we have that Frances spoke to, which is really to expose new emerging leaders’ work and have them make it relevant to themselves, what they are seeing, what their experiences are, what their goals are. It’s an essay competition, and there are two categories. There is one for students and one for young professionals. This year, the topic is Managing Oneself in the Digital Age: The Human Side of Technology. Basically what you need to do is submit an essay, 1,500-3,000 words, outlining your perspective and your experiences on this topic. If you go to both the institute's website, Why Millennials Matter, or druckerchallenge.org, where you can find all the information, it’s suggested that you download a copy of a chapter that Peter wrote about managing oneself. I know we will talk about that further, but that is a great starting point for all of you who want to enter the competition. Read Drucker’s Managing Oneself, and start to think about how you’d apply that to that topic.
Todd: Joan, I think somebody is calling in for a second because they were really intrigued by participating. They got right on the phone. Let me stop right for a second and let you know that if you are on the SynerVision webpage, you can chat and ask some questions there. That will be an opportunity, whether we can answer them live on air or answer them after the fact, for you to engage with Frances, Joan, Paul, or myself going forward.
Joan: Great. I wanted to say that the deadline is July 15. We are very excited and anxious to spread the word about the challenge and get online today to answer any questions and talk a little bit about it. I think that one thing that we are going to find extraordinary is as Frances and I have been traveling and talking to college students, how much our recent book The Five Questions has been relevant and valuable and interesting to today’s students and professionals. We can’t wait to hear the type of thinking that will evolve out of this contest.
Todd: I want to point out to anybody who is sitting watching from work or their home office or wherever they may be as they take this in archive form. The new edition of Peter Drucker’s Five Most Important Questions has taken and distilled down these five great questions that Frances referred to earlier and broken them into really important pieces. We know some of the lasting legacy leaders like Marshall Goldsmith and Jim Collins and others of this nature, you see the legacy of Peter Drucker living in them. We have also seen in this edition millennials be engaged to deep dive into these important questions. I think that is something really important. Kudos to the two of you, Frances and Joan, for taking that next step to think about how we make these concepts accessible to each generation as they go forward. I know Paul and I have both really enjoyed the book and thinking about those questions. The questions are simple, but they certainly are not easy. I think you have done a wonderful job in making that accessible for us.
I want to take that next step because Joan, you talked about the question that serves as the Drucker Challenge question, which is: What does it look like to manage oneself in the 21st century? I want to dig first into that concept of managing oneself. Frances, if you would, talk a little bit about what it means to manage oneself.
Frances: Managing oneself is a millennial concept. It is the millennial’s language that we have just grabbed. My generation, perhaps yours, too, does not think so much as managing oneself as unleashing or liberating oneself. Self-management is a contemporary term. Most managers are comfortable with it. They can trust the work within the concepts. Others prefer language that uses the concept of leadership rather than management. We understand what it really means to manage oneself.
Todd: I think that is a really interesting thing. Obviously, you bring up that shift and how we think about it. Joan, would you touch on how the concept really has shifted into the 21st century? The challenge even talks about a digital age. What does that look like?
Joan: What I love about our youngest generation in the workplace today, millennials, is they are hungry for and craving leadership resources. They aspire to be people who make a difference. Their definition of success is through personal fulfillment. They want that greater role. You think about the role of technology in all of this. What we talk to students and young professionals a lot about is how important it is to be conscientious of your personal brand. Your brand lives in three places. It’s in person, how you present yourself and how you connect personally. It’s on paper, still the traditional ways of resumes and portfolios. Third, it’s online. Thinking about how you share your own thought leadership. When we talk to students today, we tell them that everybody has something to contribute and to share.
To Frances’s point about how millennials, this is the millennial language of managing oneself, Peter himself in the essay Managing Oneself talks about how you can look at your own strengths, how you can ask for feedback and why that is a really good thing to get others’ perspectives, and how you can continue to shine by evolving those skills into greatness versus feeling overwhelmed by your weaknesses. He talks about how to figure out where you belong, what your contribution is. That deeper sense of who am I, what is my role in this world, is completely a complement to what we know students and young professionals are craving today. I think really using social media, technology, like we are doing today, to spread those messages around the world to their peers, to new audiences is what makes this time really exciting.
Todd: I think that is such an important thing. We have seen a shift in this millennial generation. We have this massive boom. They are technology-savvy, not just technology-savvy, but it’s intuitive to them. We have grown up with this.
Paul, what do you see? You are a millennial here. We have kind of kept you quiet for a little while. Kudos to you because they say millennials can’t keep quiet. Only teasing. What do you see?
Paul: As Joan said, millennials are wrestling with the issue of managing yourself in this digital age. Honestly, I think we are living in a very noisy world. Our generation are plugged in 24/7. We are constantly bombarded with messages and images of what our friends are doing on social media. There is one interesting study that I found that seven out of ten millennials are experiencing FOMO, which is Fear of Missing Out. This is an anxiety that you see when you have friends on Facebook or Instagram that seem like they are having the time of their life. You think to yourself, What am I doing here? I want to be there. I want to be doing all this. Instead of leading your lives based on who you are, you are basing your lives on the expectations of the pressures of this world. One question I think that could be helpful to millennials to ask ourselves is what does it look like to be on the other side of you? I think that is a really important question for us to think about. Having the discipline to unplug ourselves from electronics and social media and start going back to the basics of journaling and thinking about who I am, what my tendencies are, what my strengths are. One thing that has helped me particularly is creating this personal board of directors. Being able to identify mentors and coaches around me and through these conversations, I discover who I am. I discover my strengths. With the concrete feedback that they give me, it helps me discover who I really am.
Todd: That’s a great point.
Frances: When I speak to groups of millennials, I say, “Yes” every chance I have because it is so fascinating because it is circular. A study says that today 18-28’s are more like the 1930s and 1940s than any cohort since. We call the ‘30s and ‘40s the greatest generation. They often ask, “Could you repeat that please?”
Todd: Absolutely. I know that you have often talked about millennials, Frances, or at least we share in our magazine about the next great generation. There is some really exciting pieces for them. As we talk about these concepts, we are talking about how do we as millennials link to the legacy of wisdom that has come from those before us? One of the terms that Peter coined that really stands out is this right here: It’s the knowledge worker. What does it mean to be a knowledge worker? If you don’t mind talking about what it means to be a knowledge worker, Frances.
Frances: It’s very simple. Knowledge workers use brains. Knowledge workers use their brains, and they are very comfortable with all kinds of communication. More than any other group, they understand communication is not saying something, communication is being heard. A knowledge worker must first have the knowledge messages they wish to communicate. They are very good at distilling the language. We don’t need eight paragraphs. A powerful one or two will do it. The divide between the manual workers and the knowledge worker is vast. There is a growing number of knowledge workers because of this vast number of millennials entering the workforce. Recent studies show that millennials today are more like the workforce of the ‘30s and ‘40s than any cohort since. May I add, we call them the greatest generation.
Joan: I am going to add, too. The thing about millennials embodying the knowledge worker is that they absolutely feel like they can be multiple experts in a number of different subjects because they have access to so much information. The knowledge worker is someone who never stops in that quest of learning and evolving and contributing. Ironically, a lot of millennials, regardless of where they are employed, studies are showing that more often they want to start a business, are inspired to start a business, have a side hustle, or have some type of engagement, whether it be in a nonprofit serving as a volunteer or as a board member. That really embodies this sense of wanting to be a lifelong learner and contributor.
Todd: That’s a great point. As a millennial yourself, Paul, what are you seeing? It is almost to the point that we don’t even use that knowledge worker framing anymore because everybody is expected to be that, right?
Paul: It’s part of our generation. I don’t think that a lot of millennials actually think about knowledge work because it is part of who we are, it is part of our lives. I see that the jobs of tomorrow haven’t even existed today. Many of these jobs of tomorrow will be knowledge work for sure.
Todd: Great point. In Peter’s essay on managing oneself, he talks about the importance of knowing one’s strengths and weaknesses. I know that is a really important topic. I personally am a big fan of the work that stemmed from Dr. Clifton and his strengths approach. Tomorrow, on the program here, Al Weisman from the Gallup Institute is going to be joining us. Paul, what are you seeing? You briefly talked before about strengths and weaknesses. How imperative is it for me as a knowledge worker to know those things?
Paul: I think it is huge in this generation. As I said, a lot of these jobs of tomorrow haven’t even existed today. That means that we are living in a generation where we have so many options, so many different paths to pursue. Without gaining a greater clarity around who we are, knowing our strengths and our weaknesses will really help us to be able to identify a career which we feel will be at our vocational sweet spot. It is huge to distill within and identify those strengths and weaknesses and have an objective understanding of who you are.
Todd: How do we learn them, Paul?
Paul: As you said, Todd, Strengths Finder is great. I am a big fan. For millennials out there who haven’t done a lot of assessments, I think it’s a great starter. One caveat I would say is that a lot of these self-assessments focus on your limited understanding of yourself. A lot of us in our 20’s are in a period of still discovering who we are. We can easily deceive ourselves when we are trying to fill out these surveys and look at these reports because we are still learning about ourselves. One thing I think would really help is to engage your inner circle of influence. People who are part of your work or church or personal life, asking them for specific stories about you and asking them to be objective and concrete about it, questions like “Tell me a time when I excelled,” or “Tell me a time when I was fully alive.” These are really important questions for us to ask. Once we receive that feedback, our job is then to identify if there is any common themes that come out of that. Through that, we will be able to get a better understanding of what those things are that I do really well and what are some of those weaknesses as a leader and how I mitigate those weaknesses and leverage my strengths.
Todd: That’s a great point. You summarized that so well. That very much fits what we see from Peter Drucker in his chapter on managing oneself, the importance of bringing in those advisors, those people that surround us and see us in action.
I am going to move into a really interesting question. This is one that I think is a great challenge to all of us. I am going to open the discussion for each of the three of you with the question: How can I balance my individual reality with that of others? That is a big challenge in this 21st century.
Joan: To pick up where Paul left off, which was fantastic advice, one thing that I have shared with students is to think about how others perceive you. How do others see you? You have that on one side. The other side is think about how you want them to see you, what you believe is within yourself, and match those up. Look to see if there is a gap. That is where the road map for your development comes from. More importantly, to Paul’s point, you need to have some allies, some mentors, some people within your personal board of advisors—I have always advocated for that. I think that’s great advice, Paul—that are willing to have those honest conversations with you.
Another approach I tell students and even young professionals at work is to find a success buddy. Find someone, a peer, a colleague, a friend, who is around your same stage in life and in your career and talk through these concepts and give each other feedback. Think through questions that you can ask mentors. Remember, mentors are anywhere. They can be professors, administration, former colleagues, former managers. I think that Paul is right. When you are so overwhelmed with the grandiose lifestyles in your face on social media, I can be easy to get overwhelmed by what others are doing and underwhelmed by your own personal accomplishments. It is an important thing to center yourself around your mission and your personal values first.
Frances: It is so important also to realize that leadership is not a destination. I often have young leaders say to me, “I know I want to be a real leader, but how will I know when I get there?” I can say, “Leadership is not a destination. Leadership is a journey.” We not only choose where and how we are going, but we choose our fellow travelers very carefully. I think you mentioned much the same.
Todd: I think that’s such a great point here. I love the idea of finding other people that are alongside you in the journey. One thing I think is important for us, and I am going to put my two cents in, and then Paul, I’d love to hear your thoughts on this, is when we think about the finding of the individual reality with that of others, one thing we are learning more and more is the importance of empathy. Recognizing the need to find empathy in the other. We are recognizing whether it’s organizations like IDO who are going out to seek to solve world problems through that idea of first finding empathy with the end user, or we are talking about even advertisers today. Marketers and advertisers are recognizing until I recognize and have empathy for the person using the product, I can’t truly design something for them. I would encourage us to think through the need to find and hold onto that empathic perspective. Paul?
Paul: I resonate with everything you guys have been saying. Empathy is huge in this generation. The fact is, a lot of millennials are so widely connected these days, but on a very surface level. We used to have these one on one relationships with people around us, but now we are having all these wider connections on social media for instance. One thing that I notice is people are always tied to their Smartphones. They are always typing away and connecting. Although there are great benefits that come with that, part of it is we lose that sense to understand and feel the other person. I think that is the foundation of emotional intelligent leaders, the new style of leadership.
Todd: One thing we are seeing more and more is this conversation about lifelong learning. If you guys each would talk briefly about what role learning has played for you and also for the knowledge worker in the 21st century, what role does learning play?
Frances: Critical role. If we do not learn every day, and if learning is not part of our journey, and all kinds of learning from all kinds of people, then we become part of the past. Learning across the sectors, not just one area, but as Peter Drucker used to say, I look out the window and see what is visible but not yet seen. That is one of our great challenges. It’s all out there. We look out the window.
Joan: Our work, and clearly yours as well, both of you, is all about opening doors and all about creating and developing and inspiring new resources for emerging leaders particularly but also tenured leaders to think about some of these big ideas. At the end of the day, self-development, if you are looking for your company or your management to be responsible for you, you have it all wrong. It’s an ownership thing. You own your own self-development. To Frances’s point, you have to continue to be on that journey to expose yourself to diverse thinking and ideas. That is the whole point of this Drucker Challenge. The beauty of Peter’s wisdom is to push you to think about things like management and leadership and how you impact others and what is happening inside you, and then reflect on how that resonates with you. What clicks for you? Share that back with the world.
Frances: Think first, speak last. Ask, don’t tell. We have all had people in a room say, “I told him and told him and told him, and he still didn’t get it.” No, no, no. Ask, don’t tell.
Todd: I’ll say I cannot document that this is something that actually occurred, but somebody shared with me recently: Somebody came to Peter and asked him, “How did you get to be so smart? How did you get to be so wise?” His answer was, “I have CEOs of companies coming in to talk to me, and I listen.” I think that is a foundational part of learning: the willingness to listen. Paul?
Paul: That is a great point. Another thing that I would like to add to that is just having the sense of inquisitiveness, a sense of curiosity is the source of true learning. We can talk about all the strategic reasons of why learning is important, but unless it is coming from your internal motivation, this intrinsic desire to learn more and be curious, that opens up so many doors for opportunities. Whenever you are with someone new or are reading a book, you are asking, “Why? How come? What is this for?” These questions will lead us to deeper inquiry and a deeper relationship with these things. It’s huge.
Todd: Joan, let me ask you this last question before we start to draw everything to a close. Can anybody actually manage themselves if they don’t have an awareness of who they are?
Joan: I love that question. The truth is that yes, this is an internal quest. I think I also want to point out, as we said earlier, that leadership can start at any age. We want to encourage as young as possible for them to think about and have that self-awareness.
Quick story. I was on a community college campus in New York City, and I saw a young girl carrying around one of Marshall Goldsmith’s books. I thought that was interesting. I grabbed her and said, “We have a new book coming out. Marshall is in it, and he has a new book.” She looked so surprised that I asked about this book. I asked her where she got it, and she said, “Well, I know I’m not a real leader myself, but I saw this book in the Sale section, and I thought maybe if I read this, I one day can be.” That hit me right here. That is the purpose of our work. I told her absolutely is she right now a leader. Absolutely. She is in control of that. We gave her our information. That is what we have to be on the lookout for. There is a lot of pressure and anxiety being young in a world that is visible online everywhere. We want to help them connect internally, to be a better manager and a leader of others first.
Frances: We define leadership as a matter of how to be, not how to do. For young leaders that makes sense.
Todd: Let’s go ahead and dig back in. Joan, if you would, you guys have the Five Most Important Questions. It has done amazingly well. People are getting excited again about the questions you have shared with us enduring wisdom. I love that tagline. You can find it on druckerchallenge.org or whymillennialsmatter.com. Bring us back here to what you are talking about. Joan, give us that reminder of how we get involved in it and what it looks like for us to think about that question.
Joan: Druckerchallenge.org is where you go to get the direct information. This is such an exciting opportunity. If I challenge everyone that is listening today to just download that free chapter that Peter wrote on managing oneself, it will hit home. It will help you be more reflective about your own path to leadership. We talked about our strengths, our contribution, who you surround yourself with, the communities that really work to help you flourish and excel in life and feel satisfied. Druckerchallenge.org. The deadline is July 15. You have to submit an essay between 1,500 and 3,000 words. I would encourage you to work with a mentor or friend. Have someone review your essay before you submit it. But don’t hesitate. Don’t second-guess yourself or your thoughts or your ideas. Everybody has something to add in this conversation. Again, the prizes are incredible. They are saving 20 seats for the top winners to attend the challenge itself in Vienna, Austria, and then you are connected to this unbelievable, dynamic, and thoughtful community of other Drucker fans and followers.
Todd: Let me again reiterate this has been an amazing journey. The four of us are on this call today simply because we believe in it. We believe in the enduring wisdom of Peter Drucker. We believe in the enduring wisdom of not only Peter, but also in those who have taken to heart the things that Peter taught. We sit here. I know Paul, Joan, and myself sit here and learn consistently from Frances. Frances, you have really lived that legacy well. You’re teaching each of us so many amazing things. I am so thankful to your work at the Frances Hesselbein Leadership Institute of what you have done. I am thankful to Joan of Why Millennials Matter and to Paul and his leadership legacy he is building in young leaders. Folks, we are so thrilled to be part of this journey. I want to say thank you to the Young Nonprofit Professional Network. They have been so helpful in helping to publicize this great work. They serve to help promote in this third sector what the good and perfect legacy of Peter Drucker is as we think about moving forward. Reminder: Check out what is happening. There is some amazing things that are occurring with the Drucker Challenge and the International Forum. A great opportunity to get involved with it, as Joan shared with us today. We have just barely touched the tip of the iceberg in this discussion. So many places to go. Paul, Frances, Joan, if you want to leave us here with one last word of wisdom and then we will close.
Frances: I would leave Peter Drucker’s wisdom with you. Think first, speak last. Ask, don’t tell. When they walk around and you understand leadership is a matter of how to be, not how to do, then you are well along that journey to effective leadership.
Joan: Todd, Frances and I both want to say thank you so much. You have been such a phenomenal partner. SynerVision, Nonprofit Performance Magazine, you inspire us with how hands-on and passionate you are about your work. That is what I would echo in my closing thoughts. Seeing someone like you and how you are a lifelong learner and you love to connect and ask people about their thoughts and questions, that is why we wanted to spread the word on the Drucker Challenge. I hope that everyone who listens or reads to this, I hope they know that they all have an important message to share and we want to hear it. This is an opportunity to do so.
Paul: Thanks so much again, everyone for giving me the opportunity to be here. As a millennial myself, this is a very important message that I hope a lot of my fellow millennials would watch and be able to understand the impact of Peter Drucker’s legacy on the next generations of leaders. Thanks again for giving me the opportunity to be here.
Todd: Folks, we are so thrilled to have you in with us. Whether you are going to Vienna for the Drucker Forum or will be able to participate in the livestream of it, we really believe there is lasting wisdom for each of us to attain. No matter how old or young we are, we are all lifelong learners. So thrilled again to have the Hesselbein Leadership Institute, Why Millennials Matter, and Paul Sohn of PaulSohn.com. You can take a look at the work they are all doing. Each one of us stands here because we believe that we have an opportunity to engage and develop leaders as we go forward. Thanks for joining us. Appreciate having you in here with us.
Frances, Joan, Paul: Thank you!
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The Drucker Challenge: Managing Oneself in the Digital Age (Archive Replay) | The Nonprofit Exchange: Leadership Tools & Strategies podcast - Listen or read transcript on Metacast
