【观点】彼得·德鲁克：管理的本质，是激发人的善意和潜能

彼得·德鲁克说，管理是一门真正的博雅艺术。然而，德鲁克心中的管理，可能与很多人所理解的大不相同。

学习德鲁克，最重要的就是理解背后的原理。只有这样，才能不浪费你那些深藏心底的宝贵善意和与生俱来的创造力。以下，Enjoy：

1999年7月份，我拜访了彼得·德鲁克先生，向他提出办一个管理培训机构的想法。德鲁克说，你在做一件非常有意义的事。

他对我说，中国社会和经济的发展，关键就是人才问题。是什么人才问题呢？是管理人才的问题。

别的东西，你都可以进口，资金你可以引进，设备你可以引进，但是只有人才，你无法靠引进。而且，最重要的是，管理一定要在当地的文化中才能发芽生根。

他说，你看日本人，它的职业经理人和欧美的职业经理人是不同的。虽然他们都在做管理，但是管理一定要能适应自己的文化，才有接受度。

所以当时德鲁克说，你必须培养自己的人，这是躲不过去的，而且这是中国发展的一个关键问题，只有中国人才能建设中国。 CXO UNION-CXO联盟（cxounion.cn）

2000年5月，德鲁克在为我们的题词中写道：

“迅速培养称职的管理人才和创业者，使他们能与世界顶级强手竞争，显然是中国最需要的，也是中国社会与经济取得成功的关键……为中国管理者和创业者提供全世界最优良的管理知识和管理工具，不但对中国，而且对世界都是至关重要的。”

一、管理的本质，激发善意和潜能

克莱蒙特大学以德鲁克的名字来命名该校的管理研究生院，在命名仪式上，德鲁克谈了他对管理学的看法，以及这个学科的研究对象是谁。由这点出发，他谈到了管理行为背后的价值观、信念和承诺。

德鲁克说，管理是一门真正的博雅艺术（Liberal Art）。管理的对象是谁呢？是人类的工作社群。

从表面看，管理的目的是工作的成效，但是工作是由人从事的，所以，管理者不能不和人打交道。管理者天天都要面对既可爱而又不完美的人，面对人性中的善，人性中的恶，人的潜能、长处和人的弱点。任何有经验的管理者都会明白这一点。

管理的本质，其实就是激发和释放每一个人的善意。

对别人的同情，愿意为别人服务，这是一种善意；愿意帮人家改善生存环境、工作环境，也是一种善意。

管理者要做的是激发和释放人本身固有的潜能，创造价值，为他人谋福祉。这就是管理的本质。

但是，很多人把管理当成一种工具，认为管理是用来操控的，因为它的目标是要让工作有结果，就必须操纵控制工作者的行为。这一条，是德鲁克坚决不同意的。 CXO UNION-CXO联盟（cxounion.cn）

在他的著作中，对“胡萝卜加大棒”有很精辟的分析。胡萝卜是利诱，大棒是威胁，两者都是在利用人的弱点，即人性中的贪婪和恐惧，去操控工作者，这与管理的本质背道而驰。

我们可以看到，“胡萝卜加大棒”被全世界的管理者很普遍地接受，但是“胡萝卜加大棒”的效果却是越来越差了。在发达国家中，它甚至对体力工作者也不起作用了，而对知识工作者来说，它在任何地方都不起作用。

管理人员已没有大棒可用，而胡萝卜作为刺激的作用也愈来愈小。

德鲁克本来是一位政治学、法学的学者，后来又成为经济学家，听过熊彼得、凯恩斯的课。

那时候，在学术界，管理学还不存在。德鲁克经历过一战、二战，感受到战争带来的伤害，生命和财产的毁灭，知识精英的毁灭，文化的毁灭。 CXO UNION-CXO联盟（cxounion.cn）

对人类的同情心让他觉得，这些应该避免。用什么办法避免？二战爆发前，他移民到美国，看到一个新的社会现象，发现美国出现了很多大的企业。

这些企业提供就业机会，吸引很多人从乡村社区跑到城市，进入工厂这样一个新的社区。而就在这些企业中，每一个进入企业的人，都可能自由发挥自己的能力，承担责任。

那么，是什么决定一个企业有没有成效，能不能给人这种自由和责任呢？答案就是管理！于是德鲁克开始研究管理了。

那个时候，管理还谈不上有什么学问地位，也没有成为一门学科，一个学者跑到企业研究管理是被认为不务正业，而且是自毁前程的。

德鲁克的导师替他惋惜说，你这么一个有才华的人，怎么去研究这些摆不到台面的东西呢？你在经济学、政治学已经崭露头角，可以很有前途。

但是，德鲁克去研究、建立管理学的出发点，不是为了个人的成就，而是为了解决带来痛苦的社会问题。

二、企业的目的，创造顾客

商学院都有课程教“战略”，它们的战略从哪里开始呢？它们的战略是假设企业的目的已经有了，现在的任务是怎么去达成目的。 CXO UNION-CXO联盟（cxounion.cn）

德鲁克也讲战略，他有一本书《成果管理》是讲战略的。德鲁克的战略是从目的出发的，他首先要企业界定目的。

这很有意思，因为企业并不是一个人组成的。企业的目的，究竟是企业主的目的，还是企业管理者的目的，还是企业员工的目的呢？

企业主的目的可能是为了赚钱，企业员工的目的可能是为了有一份工作，管理者的目的可能是为了晋升。

但是，企业存在的目的不是为了让你们有事干，让你们有钱赚，而且非营利机构也没有这样的目的。

学校的目的不是让老师有书教，医院的目的不是让医生有个地方去执业。学校的存在是为了学生，医院的存在是为了病人。

那企业呢？企业是为了那些需求者，为了那些客户。

因为社会上有一部分人可能有某种需求没被满足，于是有企业看到这个市场空白，看到这个薄弱环节。

企业就会去设计一种产品、一种服务，来满足这个需求。有需求的这部分人一看，这个东西对我有用，以前没有，现在有了，你要多少钱，我愿意买。

所以，归根到底，企业的目的是什么？企业的目的就是创造顾客。或者更明确地说，创造顾客要的价值。

请注意，德鲁克说的不是满足顾客，而是创造顾客。 CXO UNION-CXO联盟（cxounion.cn）

企业要开发出新的客户，创造顾客。德鲁克一直都在讲，企业的目的在外而不在内。如果我们用一个比较“高大上”的词，就是说企业本质上是“利他”的，本质上就是要承担社会责任的。

这并不是说，企业赚了钱之后捐一些出去承担社会责任，而是说，企业存在的本身就是在承担一种社会责任，因为你创造了顾客，生产出产品和服务就是在承担社会责任。

赚钱只是你为顾客创造价值之后的一个副产品，它是结果而不是目的。

三、管理要使人生有意义

企业要生存，也一定要有经济上的回报，要有利润，要有资本再投入。但是，你如果真的只是为了钱而去做，有可能赚到钱，但是你可能根本没创造价值。 CXO UNION-CXO联盟（cxounion.cn）

比如索罗斯，他有很多聪明智慧，发展出很多投机的工具，还写了一本书《金融炼金术》。但是索罗斯创造价值了吗？我认为没有，他只是把别人创造出的财富，用财务技巧转移到自己的口袋里。

他的企业可能赚到钱了，但它没有创造出价值，违背了企业的目的。它只能生存一段时间。

德鲁克的管理学最根本的地方就在这里，他不是教你如何生存和发财，不是教你怎么成为一个著名的、引人注目的、有社会地位的成功者和企业家。

他是教你怎么通过工作使你的人生有意义。这个有意义的根本，一定在于为他人创造了价值，为他人创造了福利。

所以，我说管理学不是成功学，也不是生存学，管理学当然也追求成功，但是它追求的是有意义的成功，创造价值的成功，为别人带来好处的成功，这是不一样的。

现在中国流行的观点是误以为管理学就是成功学，大家追捧的都是成功的企业家。只要企业家成功了，大家就觉得他的所作所为一定是值得仿效的，要学管理就得从他们那里学。

我不是说成功者都不值得学，我是说要研究成功者的行为，这个成功者有可能创造了价值，但是也有可能他的某些行为是破坏和转移价值的。

现实社会中有很多成功者，他们的有些行为符合我们说的创造价值，给社会带来好处，推动社会进步，但是另一方面，他们也有一些行为破坏了价值，和他们的正面行为是冲突的，他们有很多不一致的地方。今天可能这么做，明天可能那么做。 CXO UNION-CXO联盟（cxounion.cn）

在这种环境下这么做，在另一种环境下可能就背离了原来的宗旨。如果企业家处在这种状态下，那么他们对社会就会既有贡献，也有破坏，既教人学好，也教人学坏。

企业家不是完人或圣人，发生偏离最终客户一一消费者价值的过失是不奇怪的，好的企业家会反省和努力去消除这种负面的社会影响，逐渐做到在创造顾客价值方面减少自相矛盾的行为，或者说一以贯之。

当我们称赞某位企业家时，称赞的是他创造价值的行为，不代表他沒有错失，反之当我们批评某企业家时，批评的也是具体行为，并不否定他创造的价值，应避免陷入非黑即白、成王败寇的认知误区。

博雅管理的目的就是帮助这些既值得尊敬又往往前后不一致的企业家，让他们进一步反省和梳理自己的经营决策和行为，升华为真正的伟大的企业家。

四、领导力就是提升人的境界

德鲁克是怎么界定领导力的？ CXO UNION-CXO联盟（cxounion.cn）

德鲁克说，领导力就是把一个人的视野提到更高的境界，把一个人的成就提到更高的标准，锤炼其人格，使之超越通常的局限。然后才能把一个人的潜力、持续的创新动力开发出来，让他做出他自己以前想都不敢想的那种成就。

领导者本身的定义是有人跟随，有人跟随你，你就是领导。最重要的，就是你把人领导到什么方向上。

所以，作为一个领导人，没有选择，要么是领导，要么是误导。很多所谓伟大的领袖，其实都是误导的领袖，而不是领导的领袖。领导力不是中性的，不是越多人跟随你，你越能忽悠人，你就越成功。

比如讲市场营销，那历史上最成功的市场营销者，也许就是希特勒和他的宣传部长戈培尔。

那个时候他们不但忽悠了全德国人，甚至忽悠了差不多全世界人，在他们发动战争之前，不少西方国家的人都觉得希特勒带来希望了，没能看到希特勒的本质。这就是“成功”的营销。

“谎言重复一千遍就是真理”，这是戈培尔的名言，今天仍然还有人相信这一条呢。

企业家和管理者应该想一想，在你做生意的过程中，在你做经营和管理的过程中，你是在提升自己和你追随者的境界呢，还是在让他们堕落呢？ CXO UNION-CXO联盟（cxounion.cn）

这就是德鲁克的管理学所坚持的，背后与众不同的东西，他称作“价值观、信念和承诺”。德鲁克说，这些东西是骗不了人的，就好像一个人正不正直，这是骗不了人的。

企业家和管理者的任何管理行为，一举手一投足，都受到价值观的支配。

为什么选择做这件事，不做那件事？

为什么选择这么做，不那么做？

为什么选择用这个人，不用那个人？

为什么选择跟这个人合作，不跟那个人合作？

为什么选择这种绩效评估标准？

为什么提倡这个方向？

……

这些行为的背后都有价值观和信念，决定了是让人提升还是让人堕落，包括他自己。所以这个东西是骗不了人的。

说到价值观，一般人都认为价值观这个东西看不见、摸不着，实际上，企业的目的也好，领导力也好，营销也罢，它后边都有价值观的东西在里面。

五、价值观、信念和承诺

目标管理和自我控制（Management By Objective and Self Control），这是德鲁克设计出来的著名的工具——用建立目标和在实现目标中通过自我控制的方式来实行管理——应该是这样一个全面的解释，“目标管理和自我控制”翻译得不太好，但它把个人的价值观、长处、想要达到的目的和组织对社会的承诺、对顾客的承诺、想要达成的目标统一起来了，尽可能让它们一致。

如果你能做到这样，个人的潜力发挥出来了，个人得到了成就感，同时组织实现了它的市场目标，创造了社会价值，发挥了社会功能。 CXO UNION-CXO联盟（cxounion.cn）

如果管理者能够很透彻地理解每一个管理工具、每一个管理方法、每一种管理行为、每一个管理决策背后的这些原理，那么管理者的行为就会越来越趋于一致，不会自相矛盾。

他们就会成为一个自觉的、带来正能量的、给社会带来进步的成功企业家。否则你可能暂时取得一些成功，但是这些成功背后，其实给社会带来了破坏。

我觉得对于企业家、对于实践者、对于管理者来说，学习德鲁克，最重要的就是理解背后的原理。只有这样，才能不浪费你那些深藏心底的宝贵的善意、与生俱来的创造的潜力，也不会浪费你的追随者的善意和潜力。

如果要达到这个目的，企业家需要学习理论，需要穷根究底，需要永远有一把尺子建立自己的坐标系，这就是价值观、信念和承诺。 CXO UNION-CXO联盟（cxounion.cn）

管理者必须永远有清醒的头脑，不断反省自己，检讨自己，才能够接近文明人追求真理的境界。

不光是管理学，任何学问都是这样，到了最后，你才能探索到一个东西，那个东西是高于我们人类的，我们人类必须服从、必须尊敬。

在宗教里，他们把它叫做宗教信仰。在中国，儒家没有宗教信仰，但也有自己的伦理道德观，把它作为自己做人的准则。

我认为，德鲁克的管理学也提供了这样一扇窗口和通道，德鲁克的管理学是最接近我们企业家行为和职业生涯的，每个管理者每天都要忙着处理很多事情，做这些事情有工具、有方法。

当你走进德鲁克管理学的门里边，会发现背后通向的是终极真理，通向的是信仰，是正信！

我觉得这是德鲁克的管理学对我们现在中国的市场、中国的社会、中国的企业家、中国的管理者、中国的知识工作者最大的意义和价值。 CXO UNION-CXO联盟（cxounion.cn）

翻译：

Peter Drucker: The essence of management is to stimulate people’s goodwill and potential

Peter Drucker said that management is a true liberal art. Drucker’s idea of management, however, may be very different from what many people understand.

The most important thing to learn about Drucker is to understand the principles behind it. This is the only way to avoid wasting your precious kindness and innate creativity. The following, Enjoy:

In July 1999, I visited Mr. Peter Drucker and proposed to him the idea of a management training institute. ‘You’re doing something very meaningful,’ Mr. Drucker said.

He told me that the key to China’s social and economic development is talent. What is the talent problem? It’s about managing talent. CXO UNION-CXO联盟（cxounion.cn）

Other things, you can import, you can import capital, you can import equipment, but only talent, you can not rely on the import. And, most importantly, management must be rooted in the local culture.

‘If you look at the Japanese, their professional managers are different from their European or American counterparts,’ he said. Although they are all doing management, management must be able to adapt to their own culture before it is acceptable.

So Drucker said at that time, you have to train your own people, this cannot be avoided, and this is a key issue in China’s development, only the Chinese can build China.

In May 2000, Drucker wrote in an inscription for us:

“The rapid development of competent managers and entrepreneurs who can compete with the world’s top players is clearly what China needs most and the key to its social and economic success… Providing Chinese managers and entrepreneurs with the best management knowledge and tools in the world is critical not only for China, but for the world.” CXO UNION-CXO联盟（cxounion.cn）

First, the essence of management, stimulate goodwill and potential

Claremont University named its graduate School of Management after Drucker, and at the naming ceremony, Drucker talked about his views on management and who the subject of study is. From there, he talks about the values, beliefs, and commitments that underlie management behavior.

Management, Drucker said, is a true Liberal Art. Who are you managing? It’s the human working community.

On the surface, the purpose of management is the effectiveness of the work, but the work is done by people, so managers can’t afford not to deal with people. Every day, managers face people who are both lovable and imperfect, the good in human nature, the bad in human nature, the potential, the strengths and the weaknesses in human nature. Any experienced manager will understand this.

The essence of management, in fact, is to stimulate and release everyone’s goodwill.

Compassion for others, willing to serve others, this is a kind of kindness; Willing to help others improve the living environment, working environment, is also a kind of goodwill.

What managers should do is to stimulate and release the inherent potential of people, create value, and seek the well-being of others. That’s the nature of management.

However, many people think of management as a tool that is used to manipulate, because its goal is to make the work result, you must manipulate and control the behavior of workers. This was something Drucker strongly disagreed with. CXO UNION-CXO联盟（cxounion.cn）

In his book, there is a very incisive analysis of “carrot and stick”. The carrot is the lure, the stick is the threat, both are to use human weakness, that is, greed and fear in human nature, to manipulate workers, which runs counter to the essence of management.

As we can see, “carrot and stick” is widely accepted by managers around the world, but the effect of “carrot and stick” is getting worse and worse. In the developed world, it doesn’t even work for manual workers anymore, and for knowledge workers, it doesn’t work anywhere.

Managers have run out of sticks and the carrot is becoming less of a stimulus.

Drucker was a scholar of political science, law, and later an economist who attended lectures by Schumpeter and Keynes. CXO UNION-CXO联盟（cxounion.cn）

At that time, in academia, management did not exist. Drucker experienced World War I and World War II, and felt the damage brought by war, the destruction of life and property, the destruction of intellectual elites, and the destruction of culture.

His compassion for humanity made him feel that this should be avoided. How to avoid it? Before the outbreak of World War II, he immigrated to the United States and saw a new social phenomenon, and found that many large enterprises had appeared in the United States.

These businesses provide employment opportunities and attract many people from rural communities to the cities and into new communities like factories. In these enterprises, every person who enters the enterprise may freely exert their ability and assume responsibility.

So what determines whether a business is productive, whether it can give people that freedom and responsibility? The answer is management! So Drucker began to study management.

At that time, management was not yet able to speak of any academic status, nor had it become a discipline, and a scholar who went to study management in enterprises was considered to be unprofessional and self-destructive. CXO UNION-CXO联盟（cxounion.cn）

Drucker’s mentor felt sorry for him and said, “You are such a talented person, how to study these things that are not on the table?” You have already made your mark in economics and political science, and you can have a promising career.

However, the starting point of Drucker to study and establish management is not for personal achievement, but to solve the social problems that bring pain.

Second, the purpose of the enterprise, to create customers

Business schools have courses that teach strategy. Where do they begin? Their strategy assumes that the purpose of the business is already there, and the task now is how to achieve it.

Drucker also talked about strategy, and he had a book “Results-based Management” that talked about strategy. Drucker’s strategy starts from the purpose, and he first asks the enterprise to define the purpose. CXO UNION-CXO联盟（cxounion.cn）

This is interesting because companies are not made up of one person. Is the purpose of the enterprise the purpose of the owner, the purpose of the enterprise manager, or the purpose of the enterprise staff?

The purpose of a business owner may be to make money, the purpose of an employee may be to have a job, and the purpose of a manager may be to get promoted.

But corporations don’t exist to keep you occupied and make you money, and nonprofits don’t exist to do that.

The purpose of schools is not for teachers to have books to teach, and the purpose of hospitals is not for doctors to have a place to practice. Schools exist for students, hospitals exist for patients.

What about businesses? Enterprise is for those who need, for those customers.

Because some people in society may have certain needs that are not met, some companies see this market gap and see this weak link. CXO UNION-CXO联盟（cxounion.cn）

Enterprises will design a product, a service, to meet this demand. This part of the people who need to see, this thing is useful to me, not before, now there is, how much do you want, I am willing to buy.

So, in the final analysis, what is the purpose of business? The purpose of a business is to create customers. Or more specifically, create the value that customers want.

Note that Drucker wasn’t talking about satisfying customers, he was talking about creating customers.

Enterprises should develop new customers and create customers. Drucker has always said that the purpose of business is external, not internal. If we use a more “lofty” word, it means that enterprises are essentially “altruistic” and have to assume social responsibility in essence.

This is not to say that after making money, enterprises donate some of it to bear social responsibility, but to say that the existence of enterprises is to assume a social responsibility, because you create customers, produce products and services is to assume social responsibility.

Making money is a by-product of creating value for your customers. It is the result, not the end.

Third, management to make life meaningful

To survive, enterprises must also have economic returns, profits, and capital reinvestment. However, if you really just do it for the money, you may make money, but you may not create value at all.

Soros, for example, has a lot of smart wisdom, developed a lot of speculative tools, and wrote a book “financial Alchemy.” But did Soros create value? I don’t think so, he just took wealth created by others and transferred it to his own pocket with financial skills.

His business may have made money, but it did not create value, defeating the purpose of the business. It can only live for a while. CXO UNION-CXO联盟（cxounion.cn）

This is where Drucker’s management is at its most fundamental: he is not teaching you how to survive and get rich, how to become a famous, visible, socially successful and entrepreneurial person.

He’s teaching you how to make your life meaningful through work. This meaningful foundation must lie in creating value for others and creating welfare for others.

Therefore, I say that management is not the science of success, nor survival, management of course also pursues success, but it is the pursuit of meaningful success, the success of creating value, the success of bringing benefits to others, which is different.

The popular view in China is that management is the science of success, and everyone is after successful entrepreneurs. As long as an entrepreneur is successful, people feel that what he has done must be worth emulating, and if you want to learn management, you must learn from them.

I am not saying that successful people are not worth learning, I am saying to study the behavior of successful people, the successful person may create value, but also some of his behavior may destroy and transfer value.

There are many successful people in the real society. Some of their behaviors are in line with what we call creating value, bringing benefits to the society and promoting social progress, but on the other hand, they also have some behaviors that destroy value and conflict with their positive behaviors, and they have many inconsistencies. You might do this today, you might do that tomorrow.

To do so in one setting may defeat the original purpose in another. If entrepreneurs are in this state, then they will both contribute to society and damage it, teaching people to learn well and teach people to learn bad. CXO UNION-CXO联盟（cxounion.cn）

Entrepreneurs are not perfect people or saints, and it is not surprising that there are mistakes that deviate from the value of the final customer-consumer. Good entrepreneurs will reflect on and make efforts to eliminate this negative social impact, and gradually reduce the self-contradictory behavior in creating customer value, or say, it is consistent.

When we praise an entrepreneur, praise his behavior of creating value, does not mean that he did not make mistakes, on the contrary, when we criticize an entrepreneur, criticism is also specific behavior, do not deny the value he created, should avoid falling into black and white, the cognitive misunderstanding.

The purpose of Burson-Marstown management is to help these respectable and often inconsistent entrepreneurs to further reflect and sort out their business decisions and behaviors, and to sublimate into truly great entrepreneurs.

Fourth, leadership is to improve the state of people

How did Drucker define leadership?

Drucker said that leadership is to raise one’s vision to a higher level, to raise one’s achievements to a higher standard, and to build one’s personality beyond the usual limitations. Only then can a person’s potential, continuous innovation drive be developed, so that he can do the kind of achievement that he could not dream of before. CXO UNION-CXO联盟（cxounion.cn）

The definition of a leader is someone follows you, someone follows you, you are a leader. The most important thing is what direction you lead people in.

So, as a leader, there is no choice, either lead or mislead. Many so-called great leaders are actually misleading leaders, not leaders of leaders. Leadership is not neutral, the more people follow you, the more you can fool people, the more successful you will be.

In the case of marketing, perhaps the most successful marketers in history were Hitler and his propaganda minister Goebbels.

At that time, they fooled not only the whole German people, but also almost the whole world. Before they started the war, many people in Western countries thought that Hitler had brought hope and failed to see the essence of Hitler. This is “successful” marketing.

“A lie repeated a thousand times is the truth,” Goebbels said, and people still believe it today.

Entrepreneurs and managers should think, in the process of doing business, in the process of doing business and management, are you elevating yourself and your followers, or are you degrading them?

This is the distinctive thing behind Drucker’s management, which he calls “values, beliefs, and commitments.” Drucker said that these things can not deceive people, just as a person is honest or not, it can not deceive people. CXO UNION-CXO联盟（cxounion.cn）

Any management behavior of entrepreneurs and managers, every hand and every move, is governed by values.

Why do you choose to do this and not do that?

Why do you choose to do this and not do that?

Why do you choose this guy over that guy?

Why cooperate with this person and not with that person?

Why choose this performance evaluation standard?

Why is this direction advocated?

…

Behind each of these actions are values and beliefs that determine whether a person elevates or degenerates, including himself. So this thing can’t fool people.

When it comes to values, most people think that values are something that cannot be seen or touched. In fact, whether it is the purpose of the enterprise, leadership or marketing, there are values behind it.

Fifth， values, beliefs and commitments

Management By Objective and Self Control, Drucker’s famous tool for managing by setting goals and using self-control to achieve them, should be such a comprehensive explanation. “Management by objectives and self-control” doesn’t translate well, but it aligns the individual’s values, strengths, and goals with the organization’s commitment to society, to customers, and to what it wants to accomplish.

If you can do this, the individual’s potential is realized, the individual gets a sense of accomplishment, and the organization achieves its market goal, creates social value, and plays a social function. CXO UNION-CXO联盟（cxounion.cn）

If the manager can thoroughly understand the principles behind every management tool, every management method, every management behavior, and every management decision, then the manager’s behavior will become more and more consistent, and will not contradict itself.

They will become a self-conscious, positive and successful entrepreneur who brings progress to society. Otherwise, you may achieve some temporary success, but behind these successes, in fact, it brings damage to society.

I think for entrepreneurs, practitioners, and managers, the most important thing to learn Drucker is to understand the principles behind it. This is the only way to not waste your precious goodwill, your innate creative potential, and the goodwill and potential of your followers.

If you want to achieve this goal, entrepreneurs need to learn the theory, need to get to the bottom of it, need to always have a ruler to build their own coordinate system, which is the values, beliefs and commitments. CXO UNION-CXO联盟（cxounion.cn）

Managers must always have a clear mind, constantly reflect on themselves, review themselves, to be able to approach the realm of civilized people’s pursuit of truth.

Not only management, any knowledge is the same, in the end, you can explore a thing, that thing is higher than us human beings, we human beings must obey, must respect.

In religion, they call it religious belief. In China, Confucianism has no religious beliefs, but it also has its own ethical values, which are regarded as its own norms.

In my opinion, Drucker’s management also provides such a window and channel. Drucker’s management is the closest to our entrepreneurial behavior and career. Every manager has to deal with many things every day, and there are tools and methods to do these things.

When you walk into the door of Drucker management, you will find that what leads behind is the ultimate truth, which leads to faith, which is true faith!

I think this is the greatest significance and value of Drucker’s management to our current Chinese market, Chinese society, Chinese entrepreneurs, Chinese managers, and Chinese knowledge workers.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于CEO经营学堂；编辑/翻译：CXO UNIONCXO联盟小U。

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