{"id":38668,"date":"2021-06-04T20:58:00","date_gmt":"2021-06-05T00:58:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=38668"},"modified":"2021-08-14T13:02:30","modified_gmt":"2021-08-14T17:02:30","slug":"peter-drucker-contirbution","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/","title":{"rendered":"Peter Drucker: Contribution Equals Results"},"content":{"rendered":"\n

What unique contribution do you offer to your organization? How does your contribution improve the performance of the business?<\/p>\n\n\n\n

Your job as an executive is to determine your contribution to the organization\u2019s performance and results and to maximize it. According to management consultant Peter Drucker, contribution should be focused outward\u2014that is, on what you can offer, as opposed to what you can get.<\/p>\n\n\n\n

In his book The Effective Executive<\/em>, Drucker outlines several ways in which you can focus your contribution outwardly.<\/p>\n\n\n\n\n\n\n\n

Peter Drucker: What’s Your Contribution?<\/h2>\n\n\n\n

Drucker\u2019s third practice for effectiveness is determining and applying your unique contribution. This means looking beyond your immediate work or task and being guided by the larger question, \u201cWhat unique contribution can I make to significantly increase organizational performance and results?\u201d <\/strong><\/p>\n\n\n\n

Drucker says most executives focus downward<\/em> on handling short-term issues and tasks. In addition, many focus inwardly<\/em> on what they can get from the organization rather than on what they can contribute.<\/p>\n\n\n\n

However, Drucker argues that focusing outwardly<\/em> on contribution is the key to quality and results, your working relationships, and the way you handle reports and meetings. When you think about your contribution, you see the bigger picture<\/a> of how your skills and actions relate to the organization and its purpose.<\/strong> You also think in terms of the customer, client, or others with whom the organization interacts. <\/p>\n\n\n\n

Determining Your Contribution<\/strong>

In The Effective Executive<\/em>, Drucker leaves it up to the reader to determine her unique contribution for results. However, <\/strong>years later in a 2005 Harvard Business Review article, Drucker listed three questions executives and knowledge workers should ask to determine their contribution<\/a> Instead of the typical question, \u201cWhat do I<\/em> want to do?\u201d, ask: What does the situation require?\u00a0Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done?\u00a0What results have to be achieved to make a difference?

Authors Gary Keller<\/a> and Brian Tracy recommend asking other key questions to determine the most valuable thing you can do:In The One Thing<\/em><\/a>, Keller recommends a \u201cfocusing question\u201d that takes two forms: What\u2019s my top priority (my most important goal)? and What\u2019s the most important thing I can do right now to advance my top priority?In Eat That Frog<\/em><\/a>, Tracy recommends asking, What are the key areas and expected results for my job?, then rating yourself on how you\u2019re doing, where you need to improve, and what key skill would make the most difference if you developed it so that you excelled.

Ultimately, your unique contribution to your organization might align with a personal strength, thus tying in with the fourth practice for effectiveness: maximizing<\/a> strengths\u2014yours and others\u2019.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Focus on Contribution in Relationships<\/strong><\/h3>\n\n\n\n

Besides producing results, contribution should come into play in two other areas, according to Drucker: in your relationships with others<\/a> at work and in your handling of meetings.<\/p>\n\n\n\n

Peter Drucker’s contribution concept encompasses two areas:<\/p>\n\n\n\n

  1. Communication and teamwork<\/li>
  2. Self-development and development of others<\/li><\/ol>\n\n\n\n

    1) Communication and Teamwork<\/strong><\/h4>\n\n\n\n

    Drucker argues that communication often doesn\u2019t lead to the results companies or managers want because it\u2019s one-way: Management communicates what it wants but employees aren\u2019t receptive to the message because they weren\u2019t asked for input.<\/p>\n\n\n\n

    Instead, executives should create two-way communication around contribution\u2014first, by taking responsibility<\/a> for their own contribution and results; then, by requesting the same from their employees by asking, \u201cWhat contribution do you intend to make, and what\u2019s our best use of your contribution (knowledge and ability)?\u201d The two can then have a productive conversation. (Shortform note: By allowing for feedback, two-way communication creates a democratic environment,<\/a> improves job satisfaction and efficiency, decreases confusion and ambiguity, and improves relationships.)<\/p>\n\n\n\n

    In contrast to manager-employee communication, knowledge workers often communicate peer-to-peer, contributing knowledge to those who need it, and in teams bringing together diverse knowledge and skills to address a single task<\/a> (like caring for a particular patient in a hospital). For their contribution to be useful, Drucker says knowledge workers must take responsibility for being understood\u2014that is, for ensuring that those who need information can make sense of it and apply it in the form in which they receive it. <\/p>\n\n\n\n

    (Shortform note: Team communication presents challenges when some or all team members work remotely. Tips for communicating effectively in remote or mixed teams<\/a> include: keeping team documentation up to date, observing time zone etiquette, and considering how the medium affects communication\u2014for instance, tone can be more difficult to convey and judge in an email conversation compared to a face-to-face conversation.)<\/p>\n\n\n\n

    Autonomy Enhances Contribution<\/strong>

    Drucker doesn\u2019t elaborate on how knowledge workers can enhance their contribution and their teammates\u2019 other than by communicating clearly. However, a 2018 survey of knowledge workers by Slack indicates that with the right kind of support from managers, these workers can collaborate more and perform better<\/a>.

    First, the workers surveyed want companies to     invest in employees<\/a>, which means paying competitively, providing the opportunity to master skills<\/a>, providing autonomy, reducing bureaucracy, and having efficient processes<\/a> and procedures. With this level of support, employees say they can collaborate successfully with coworkers and add value for customers<\/a>.\u00a0

    The employees surveyed particularly valued autonomy, underscoring Drucker\u2019s contention more than 50 years earlier that knowledge workers required     independence<\/a> and support from managers, rather than being told what to do as task workers were. Today, the Slack report noted, autonomy is a key driver of collaboration and innovation. (Survey respondents defined a collaborative atmosphere as encompassing clear responsibilities and goals, ease of communication, and trust that colleagues will do good work.) Autonomy is also a key factor in job satisfaction, and it results in higher retention and greater productivity.
    However, autonomy requires agreed-upon goals, the necessary information to perform the job well, and the agency to move forward.

    Tech Problems Get in the Way<\/strong>

    For future knowledge workers to share knowledge effectively, companies will need to eliminate technology barriers. A 2018 Medium article quoting multiple studies notes that     knowledge workers\u2019 ability to find, retrieve, and transform information into a useful asset is critical<\/a>. But more than 90% of information is \u201cunstructured,\u201d meaning it exists outside databases\u2014within \u201ccontent silos\u201d such as documents, communication applications, and so on. Plus, it\u2019s spread across teams using different devices, operating systems, and applications. Difficulty accessing information creates stress, inhibits effective communication, and wastes time and money.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    2) Development of Yourself and Others<\/strong><\/h4>\n\n\n\n

    Self-development is an outgrowth of focusing on contribution, Drucker says. When you ask what your most important contribution is, you\u2019re also asking how you must develop yourself<\/a> to make that contribution, what strengths you need to apply, and what standards you need to meet. <\/p>\n\n\n\n

    (Shortform note: Drucker doesn\u2019t elaborate on how to develop yourself<\/a>. However in Eat That Frog<\/em><\/a>, Brian Tracy offers advice on improving your skills<\/a> to increase your value and productivity: Determine what you need to learn in order to do your job better, identify your most important tasks and capabilities, then draw up a plan to continually upgrade your skills in these areas. <\/p>\n\n\n\n

    Further, in The Miracle Morning<\/em><\/a>, Hal Elrod explains how to implement seven daily self-development practices: silence, affirmation, visualization, exercise, reading, and writing.)<\/p>\n\n\n\n

    Drucker says when you develop yourself to enhance your contribution, you also motivate everyone around you to develop themselves. For example, when an athlete sets a record, she resets the bar for every other athlete; average athletes then begin exceeding the old records, while the best begin breaking the latest record, so that everyone\u2019s performance improves.<\/p>\n","protected":false},"excerpt":{"rendered":"

    What unique contribution do you offer to your organization? How does your contribution improve the performance of the business? Your job as an executive is to determine your contribution to the organization\u2019s performance and results and to maximize it. According to management consultant Peter Drucker, contribution should be focused outward\u2014that is, on what you can offer, as opposed to what you can get. In his book The Effective Executive, Drucker outlines several ways in which you can focus your contribution outwardly.<\/p>\n","protected":false},"author":7,"featured_media":511,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,29,14],"tags":[382],"class_list":["post-38668","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-career","category-management","tag-the-effective-executive","","tg-column-two"],"yoast_head":"\nPeter Drucker: Contribution Equals Results - Shortform Books<\/title>\n<meta name=\"description\" content=\"According to Peter Drucker, your contribution should be focused outward\u2014that is, on what you can offer, as opposed to what you can get.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Peter Drucker: Contribution Equals Results\" \/>\n<meta property=\"og:description\" content=\"According to Peter Drucker, your contribution should be focused outward\u2014that is, on what you can offer, as opposed to what you can get.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/\" \/>\n<meta property=\"og:site_name\" content=\"Shortform Books\" \/>\n<meta property=\"article:published_time\" content=\"2021-06-05T00:58:00+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2021-08-14T17:02:30+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2019\/07\/leanstartup-team2.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"875\" \/>\n\t<meta property=\"og:image:height\" content=\"493\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Darya Sinusoid\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Darya Sinusoid\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/\"},\"author\":{\"name\":\"Darya Sinusoid\",\"@id\":\"https:\/\/www.shortform.com\/blog\/#\/schema\/person\/0421cce75bc249b11e2517b3a91f9c46\"},\"headline\":\"Peter Drucker: Contribution Equals Results\",\"datePublished\":\"2021-06-05T00:58:00+00:00\",\"dateModified\":\"2021-08-14T17:02:30+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/\"},\"wordCount\":1270,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2019\/07\/leanstartup-team2.jpg\",\"keywords\":[\"The Effective Executive\"],\"articleSection\":[\"Business\",\"Career\",\"Management\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/\",\"url\":\"https:\/\/www.shortform.com\/blog\/peter-drucker-contirbution\/\",\"name\":\"Peter Drucker: Contribution Equals Results - 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