brainroads-toward-tomorrows mental patterns


pyramid to dna

The Spirit of Performance


“The purpose of organization is to
enable ordinary human beings
to do extraordinary things.

The test of an organization’s leadership
is, therefore,
the spirit of performance.

This requires specific practices
rather than
preachment or charisma.

It requires, above all,
the realization that
is the one absolute requirement
of managers and leaders.” — Management, Revised Edition


PDF The Spirit of Performance — Chapter 27 of Management, Revised Edition


Jan 15 and Apr 13 of The Daily Drucker


Chapter 13 in The Practice of Management


Chapter 36 in Management: Tasks, Responsibilities, Practices


Chapter 27 of Management, Revised Edition

by Peter Drucker with Joseph A. Maciariello

Management Revised Edition

Amazon Link: Management Rev Ed

  • The Danger Of Safe Mediocrity
  • "Conscience" Decisions
  • Focus On Opportunity
  • "People" Decisions—The Control Of An Organization
  • Integrity, The Touchstone
  • Leadership And The Spirit Of Performance
    • Leadership "Qualities"?
    • The Undoing Of Leaders
    • Earning Trust Is A Must
  • Summary




“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself (PDF) is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving relentlessly toward unimagined futures.



What’s the next effective action on the road ahead


It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting pointThe memo THEY don't want you to see



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