[Lnc-business] Peter Drucker's Book - Part Two

[Joshua Katz]

Unlike the Salvation Army, of course, success is very easily defined for a
political party.  They have to come up with those 4 or 5 goals, then figure
out how to quantify them.  Being a party comes with a built-in definition
of success, which is already quantified:  electing people to office.

Joshua A. Katz
Westbrook CT Planning Commission (L in R seat)

On Wed, Feb 25, 2015 at 6:45 PM, Scott L. <scott73 at earthlink.net> wrote:

>
>
> At our New Orleans LNC Session last December, the Chair kindly gave every
> LNC member a copy of Peter Drucker’s book  “Managing the Nonprofit
> Corporation.”  I finished the book around Christmas time, and while I was
> reading it I made a list of interesting citations.
>
>
>
> Here is Part Two of my citations.   (and this is the last Part).
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> Page 5   “Nevertheless, non-profit institutions find it very hard to
> answer the question:  What, then, are “results” in our institution?  It can
> be done, however.  Indeed, results can even be quantified – at least some
> of them.  The Salvation Army is fundamentally a religious organization.
> Nevertheless, it knows the % of alcoholics it restores to mental and
> physical health and the % of criminals it rehabilitates.  It is highly
> quantitative.  For many organizations in the non-profit sector, to be
> specific about results is still odious.  They still believe their work can
> only be judged by quality – if at all.  Some of them still quite openly
> sneer at any attempt to ask:  How well are you doing in terms of the
> resources you spent?  What return do you get?”
>
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> For example, I find it criminal that the National Libertarian Party does
> not publish a chart that shows the number
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> of Elected Libertarians in office on January 1 of each year since the
> Party was organized.
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> Page 142    “Results, are achieved too, by concentration, not by
> splintering.  That enormous organization the Salvation Army concentrates on
> only 4 or 5 programs.  Its executives have the courage to say, “This is not
> for us.  Other people do it better.”  Or, “This is not really what we are
> good at.  Or, “This is not where we can make the greatest contribution.  It
> does not really fit the strength we have.”
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> I would concentrate on one program – more elected Libertarians.
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> Page 151   “The most important way to develop people is to use them as
> teachers.  Nobody learns as much as a good teacher.  Selecting someone to
> be a teacher is also the most effective recognition.  Whether you talk to
> salesmen or Red Cross workers, you’ll find that no recognition is sweeter
> than to be asked  ”Tell us what you do to be so effective.”
>
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> We have almost entirely neglected our Elected Libertarians.  I would be
> cajoling our State Affiliates to give
>
> their Elected Libertarians as many speaking opportunities as possible at
> state and county LP events,
>
> and directing potential candidates for local offices to ask their state’s
> Elected Libertarians for advice.
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> Pages 157-158   “The board is also the premier fund-raising organ of a
> non-profit organization – one important role it does not have in the
> for-profit business.  If a board doesn’t actively lead in fund development,
> it’s very hard to get the funds the organization needs.  Personally, I like
> a board that not only gets other people to give money but whose members put
> the organization first and foremost on their own list of donations.
>
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> Page 158  “I very rarely have seen a truly strong board in co-ops, for
> instance, where boards are elected by the membership…Then you get boards
> which may represent this or that segment of the membership, but they don’t
> represent the organization, at least in my experience.  Problems are likely
> to arise on these boards, such as troublemakers who abuse the board to
> create a political platform for themselves or just to hear themselves talk.”
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> Page 191  “Creating a record of performance is the only thing that will
> encourage people to trust you and support you.”
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>     Scott Lieberman
>
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>
>
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