Focus on strengths

A man should never be appointed to a managerial position if his vision focuses on people's weaknesses rather than on their strengths. The man who always knows what people cannot do, but never sees what they can do, will undermine the spirit of the organisation. Of course, a manager should have a clear grasp of the limitations of his people, but he should see these as limitations on what they can do, and as a challenge to them to do better

The task of an executive is not to change human beings. Rather as the Bible tells us in the parable of the talents, the task is to multiply the performance capacity of the whole by putting to use whatever strength, whatever health, whatever aspiration there is in individuals."

It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity

In summary, Drucker's advice on a strength-based approach is:

• Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
• Know your strengths. Apply them to areas in your organisation where you can make a contribution. Make sure your values and the values of the organisation are compatible.

How Does a Strength-based Approach Relate to the Way Organisations Develop People?

Drucker constantly emphasised the responsibility of an organisation in developing its people. As ever Drucker didn't hold anything back when he argued that:

• Any organisation develops people; it either forms them or deforms them.
• Any organisation develops people: it has no choice. It either helps them grow or stunts them.
• What do we know about developing people? Quite a bit, We certainly know what not to do. First, one does not try to build upon people’s weaknesses.
• Develop your people. Focus on their strengths. Then make high demands based on a person’s strengths. Finally, periodically view their performance.

The practice of  management

P.Drucker