Week 26 of 52. Welcome to Drucker Mondays, a 52-week journey through the new book, A Year with Peter Drucker: 52 Weeks of Coaching for Leadership Effectiveness, by Joseph A. Maciariello. Each Monday, we'll feature a Drucker fan and his or her favorite snippet from the week's topic. (Subscribe on this page.) John Walling is our guest writer today.
THE BIG IDEA FROM THE BOOK: Peter Drucker, a keen student of history, encouraged organizations and companies to organize their work around the right structure. In this chapter, Joseph Maciariello notes three options: centralized (the King of England’s authority over the American colonies), confederation (Continental Congress giving maximum autonomy to the colonies), and federal decentralization (U.S. Constitution granting significant powers to the states).
The examples are insightful: Rick Warren’s Saddleback Church (the Cinemax movie theater model), General Motors (federal decentralization), and Toyota (confederation).
JOHN WALLING'S FAVORITE DRUCKER INSIGHTS from Week 26, pages 203-208:
• Peter Drucker: “I just know that the more control there is, the less growth there is. The great lesson of the twentieth century is that central planning doesn’t work.”
• Rick Warren: “I have a staff pastor that I send out to visit other purpose-driven churches in the field and report to me. I’m always thinking about who we’re not reaching.”
JOHN WALLING'S COLOR COMMENTARY:
Because Christian Community Credit Union partners with churches and ministries with loans for new church construction and expansion, I appreciated the dialogue in this chapter between Peter Drucker and Rick Warren on organizational structure and vision.
Warren noted, “Our model is the movie theater Cineplex—that offers different venues, styles, and times on the same campus. I don’t like the arena/stadium-size church buildings for several reasons. First, the larger the service, the more the attendees become passive spectators.
“Second, history shows that the next generation never fills the giant temples built by the previous generation. Spurgeon’s Tabernacle in London is now one fourth the size it was in its heyday.
“Third, it’s wasteful stewardship to build a 7,000-seat building that can only be filed once a week and sits empty the rest of the week.”
As we look for opportunities to partner with churches and ministries, we’re helping pastors and board members think both short-term and long-term. Will this investment in property and building reach more people—and will it be sustainable? And, as Drucker pointed out, what’s the best organizational structure for each unique organization?
THIS WEEK'S QUOTES & COMMENTARY BY JOHN WALLING:
John Walling is the president and CEO of Christian Community Credit Union where he has served since 1972. He has grown this leading financial institution from assets of $7 million and 5,700 members to more than $600 million in assets and nearly 30,000 members in over 100 countries.
• Maciariello asks, what’s the best structure for your unique mission? “Is your organization held together by information or by power?”
• “Is there any one person in your organization who is responsible for maintaining spontaneity and growth? If not, should there be?”
On July 6, 2015, Bob Andringa, consultant/coach to CEOs and Boards, will share his color commentary on Week 27’s topic, “The Networked Organization: A Model for the 21st Century,” the second in this two-week series, “Structuring Your Organization.”