What Peter Drucker Saw in Your Future

Knowledge Workers Seen as Key Players in Today’s Marketplace

Forty years ago, Peter Drucker saw you sitting at your desk. At that time, he saw an economy heavily dependent on employees doing manual work. But in his mind's eye he saw a future economy built on people who used information to create value. Below are some excerpts of his thoughts on this significant development:

Finally, these new industries differ from the traditional 'modern' industry in that they will employ predominantly knowledge workers rather than manual workers.
—Peter Drucker in The Age of Discontinuity (1969)

Every knowledge worker in a modern organization is an "executive" if, by virtue of his position or knowledge, he is responsible for a contribution that materially affects the capacity of the organization to perform and to obtain results.
—Peter Drucker in The Effective Executive (1966)

Drucker saw that education and development, and to some degree training, would be the central concern of a knowledge society: "Information is data endowed with relevance and purpose. Converting data into information thus requires knowledge. And knowledge, by definition, is specialized."

Below are four key concepts that can help you develop as a knowledge worker:

1. Your work is different as a knowledge worker.

Every day, you choose to learn, to access knowledge. Many definitions and theories swirl around the term "knowledge worker." For the purposes of this article, we will define such people as those who: "are continually learning, aware that knowledge has a limited shelf life.' —Verna Allee, 12 Principles of Knowledge Management.

Drucker saw the knowledge worker's responsibilities as unique: "The more knowledge-based an institution becomes, the more it depends on the willingness of individuals to take responsibility for contribution to the whole, for understanding the objectives, the values, the performance of the whole, and for making themselves understood by the other professionals, the other knowledge people in the organization" The New Realities (1989).

According to Western Management Consultants, some of the key characteristics of knowledge workers are:

• Problem solvers vs. production workers
• Those who earn a living through intellectual rather than manual skills
• People who require a high level of autonomy
• Manipulators of symbols, paid for the quality of work rather than the speed of work
• Those who use unique processes
• Workers who possess un-codified knowledge which is difficult to duplicate
• People who deepen their knowledge and information by using existing knowledge and information.

Reflect on this list. Does it describe you? Your work?

2. Knowledge work has a unique value

In his book, Management Challenges for the 21st Century (1999), Drucker prophetically wrote: "The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity."

If Christian managers and executives aren't continually learning, they're providing less value to their employers and constituents. The success of their organizations is dependent upon what they know, vs. what they don't know.

3. Knowledge workers need the right heart toward learning

We only need to look in God's word for motivation to learn:

The mocker seeks wisdom and finds none, but knowledge comes easily to the discerning. (Proverbs 14:6)

A man is praised according to his wisdom, but men with warped minds are despised. (Proverbs 12:8)

Listen to advice and accept instruction, and in the end you will be wise. (Proverbs 19:20)

In his article, "Managing Knowledge Means Managing Oneself" (found on www.leadertoleader.org), Drucker emphasizes the link between success and learning: "To succeed in this new world, we will have to learn, first, who we are. Few people, even highly successful people, can answer the questions: Do you know what you're good at? Do you know what you need to learn so that you get the full benefit of your strengths? Few have even asked themselves these questions.

"On the contrary, most are proud of their ignorance. There are human resource people who are proud of the fact that they can't read a balance sheet. Yet if you want to be effective today, you have to be able to read one."

4. Knowledge workers need a personal learning plan

It's up to each one of us to know what we need to know and do something about it. Drucker calls it "managing oneself"—self management. In a work environment, much of our knowledge has a shelf life. As we encounter new challenges and opportunities, we need information specific to each unique situation. Those management principles that worked with Boomers can fall flat with Mosaics. Take this quick quiz to see if it's time to dust off your knowledge shelf:

• In the last two weeks, did you learn something related to your profession or ministry that you didn't know? Did it help you solve a problem? Make headway on a project? Be a better manager?
• Some of you may have quit buying many books—so we won't ask for the latest book on your shelf. But how about your "favorites" e-folder? What management related websites are there? When was the last time you visited them to access information?
• Think back to your last management meeting: Did you introduce a new concept or provide the group with a different way of looking at an issue?

Let's face it: With all the pressures facing nonprofit organizations today, taking time to learn seems luxurious. On the management hierarchy of needs, are you on the ground floor of survival? You're stomping out fires, plugging leaks, doing double duty. The good news is: It's not going to get better.

That's the good news, because it's not going to get better—unless you do something differently. The more dire the situation, the more you need outside perspectives and new knowledge.

And for you who are doing just fine? Enjoy the smooth sailing, but take time to access new knowledge without the pressure of a crisis.

So, no matter where you are—in crisis or coasting—learning is essential. Every day, make the choice to be a knowledge worker. Choose to increase your intellectual capital. Determine:

• WHY: Write out why you should learn. Make a convincing case for it. Be specific. For example, "If I become more knowledgeable about the Mosaic generation, I can better understand our younger staff's desire to innovate. Then I can assign them projects that best fit them."
• WHAT: Decide what you want to learn. List two or three job-related skills or methods you want to develop or sharpen. This may change as rapidly as challenges and opportunities change in your work environment.
• WHEN: Look at your schedule. Whether early in the morning, on a break or over lunch, determine when you'll set aside time to seek out knowledge.
• WHO: Think creatively. Don't think only of websites or books. Think of people you know—and who know what you want to know. Invite them to lunch and pick their brain a little. Network in person or via e-mail. Start a book discussion at work on a topic relevant to your work/ministry. Attend one of your local CMA chapter meetings—and come prepared to ask those around you what they know.

Doing Our Part for CMA Members

Because time and money are limited resources, we at Christian Management Association are committed to helping you become and stay a knowledge worker. We have designed our resources and the networking opportunities just for you.

Do this one thing today—and we promise it will help you in your quest for knowledge: Log on to our newly renovated www.CMAonline.org and check out the new Resource Center. You'll find articles, book recommendations and other resources on:

• Governance
• Leading and Managing
• Financial Development and Management
• People Management and Care
• Mission and Strategy
• Communications and Marketing
• Organizational Systems and Capacity Building
• Your Spiritual and Professional Life

At CMA, we're intent on advancing the Kingdom of God by equipping our members with the knowledge and skills they need to be ministry effective and efficient.