#6: Don’t Make A Hundred Decisions When One Will Do We’re continually hit by a blizzard of situations, opportunities, problems, incidents all of which seem to demand decisions. Yes. No. Go. No go. Buy. Sell. Attack. Retreat. Accept. Reject. Reply. Ignore. Invest. Harvest. Hire. It can feel l ike chaos, but the most effective people find the patterns within the chaos. In Drucker’s view, we rarely face truly unique, onethere is an overhead cost to any good decision: it requires argument and debate, time for reflection and con centration, and energy expended to ensure superb execution. So, given this overhead cost, it’s far better to Zoom Out and make a few big generic decisions that can apply to a large number of specific situations, to find a pattern withinThink of it as akin to Warren Buffett making investment decisions. Buffett learned toignore the vast majority of possibilities almost as background noise. Instead, he made a few big decisionssuch as the decision to shift from buying m ediocre companies at very cheap prices to buying great earnings machines at good prices and then replicated that generic decision over and over again. For Drucker, those who grasp Buffett’s point that “inactivity can be veryintelligent behavior” are much more effective than those who make hundreds of decisions with no coherent concept. #7: Find Your One Big Distinctive Impact When a friend of mine became the chairman of the board of trustees of a leading university, he posed a question: “How will I know I’ ve done a great job?” I pondered what Drucker would say, and then answered: “Identify one big thing that would most contribute to the future of the university and orchestrate getting it done. If you make one distinctive contributiona key decision that wou ld not have happened without your leadership (even if no one ever credits you for your catalytic rolethen you will have rendered a great service.” Drucker applied this idea to his own consulting. When I asked him what he contributed to his clients, he mo destly said, “I have generally learned more from them than they learned from me.” Then, pausing for effect, he added, “Of course, in each case there was one absolutely fundamental decision they would not have made without me.” What is your one absolutely f undamental contribution that would not happen without you?Read through the Ten Lessons I learned from Peter Drucker. Choose two (2) points that are particularly attractive and /or familiar to you and summarize these. make the paper from those 2Then,
take these two items and show how either you have a good example of how
this has been demonstrated with something you have observed or
experienced. Please be specific and utilize real-life examples as much as possible.Your paper should be:
One (1) pageTyped according to APA style for margins, formatting and spacing standards